Module 02- Section 03 Mapping your Value Stream (Part B)
Many Companies are familiar with process maps but value stream mapping is different because it focuses
on the material and information flows central to a production System. The only thing we are doing that we
did not do in a process map is have a closed circuit of information coming back from the customer and
product going towards the customer. It’s the closed circuit that is the real issue. So typically process
maps, and by the way, Hentry Ford was drawing these in 1914. He was drawing the steps, the amount of
time, the distance between the steps. But there was no sense of “Why do we do something?” There was
a list of things that had to be done, but when do you do them? And how much? And so forth…. So there
is none of that TAKT time presence which is the heartbeat of the market, the voice of the customer in
operational terms coming back to you.
So how do you get started mapping? First you have to select the product family that you are going to
map. The easiest way is to target one of your largest customer and pick a product or product family that
you ship to the customer. The value stream map always starts with your customer. In this case, the map
is for Acme Stamping a fictional company. The part is a steering bracket produced for State Street
Assembly.
All the data in a value stream map is based on the customer’s TAKT time. Takt time equals the available
work time divided by the customer demand. With an available work time of 27,600 seconds per shift and
customer demand at 460 pieces per shift, TAKT time is 60 Seconds. In this example, the ideal value
stream would be for all processes to be producing one part every minute.
Course notes, Lean 101, Module 2 Section 3
[Link]
This current state map shows where Acme Stamping is today and will reveal obvious opportunities for
improvement. One of the biggest “ah ha’s” in value stream mapping comes when you draw a timeline at
the bottom of a map to show the amount of value added work being performed on the product. The lower
Timeline shows the actual time spent on the product where the product is transformed to what the
customer wants. This is the value added time, which in Acme’s case is 188 seconds. The upper timeline
is the most revealing; showing that the product spends over 23 days waiting for processing.
Each value added step at Acme is shown as a process box. Traditional manufacturing improvements
have focused on squeezing out mere seconds from these processes. Lean manufacturing focuses on
eliminating the non value waste from the system, shown by the inventory triangles. Value stream
mapping helps us to identify this waste.
Value Stream mapping is divided into:
Information flow helps you understand why inventory is being created. In the Case of Acme Stamping,
like many operations, individual operations are scheduled by production control based on a weekly build
schedule. Individual operations build to the schedule regardless of if the next operation really needs it.
Drawing a current state map gives you a high level view of waste in your system. When mapping, do not
get caught up in un-important details. Make each map as simple as possible. Use paper and pencil, go
to the floor, get estimates of key data and just DO IT. Most value stream maps can be finished in hours,
not days or weeks.
Course notes, Lean 101, Module 2 Section 3
[Link]
After measuring and identifiying waste, put the current state map aside. The next part is the fun and
creative part of value stream mapping when you develop a future state map for your lean system. The
final stage of your value stream mapping is developing and implementing an action plan to achieve the
future state.
Value stream mapping provides its own set of icons for designing the future state. Most traditional
process mapping leaves out such concepts as pull systems and supermarket style storage areas.
Go See & Supermarket Icon Customer & Vendor Facility Icon Value Added Steps are illustrated as
Process Boxes
Inventory is drawn as a triangle or Transportation, a necessary, but non value added
In the original Toyota Model, a activity is shown as a truck.
Tombstone representing dead material.
Traditional Product movement is illustrated by a push arrow where product is made or pushed whether
the next process needs it or not.
A leaner approach is the pull arrow represented by a circular arrow
Course notes, Lean 101, Module 2 Section 3
[Link]
Instead of Inventory stockrooms, lean manufacturing uses a supermarket concept. Each supermarket
has a small, well managed inventory buffer where employees can pick only what they need.
Go See Kan Ban Post Triangle Kanban
These all represent ways of flowing and controlling material movement.
With these tools you are ready to create your future state vision.
The Acme Stamping map still starts with the customer and the TAKT Time but now we see an emphasis
on how the product flows through the system. We see supermarkets, Kanbans, pull systems and
frequent deliveries of product to the customer. On paper, the production lead time has shrunk from over
23 days to 4.5 days and the processing time has been reduced by a few seconds. Once these
improvements are implemented, Acme can be much more responsive to changes in customer demand,
hold far less inventory, and free floor space for future business.
Course notes, Lean 101, Module 2 Section 3
[Link]