Engineering
Management
MSE507
Lean Manufacturing
Learning to See Parts IV, V
A Value Stream Mapping Workshop
Mike Rother & John Shook
Lean Enterprise Institute
Value Stream Mapping
Workshop Goals
To understand the complete value stream
To introduce Value Stream Mapping (VSM)
To draw a current state map
Learn the mapping concepts and icons
To be able to design an improved value stream
Develop the ability to see the flow of a value stream
To draw a future state map
Learn the mapping concepts and icons
Value Stream Mapping
Topics
Topic
Page
Overview
The Process (Steps 1-3)
The Process (Step 4 Case Study)
The Process (Step 5)
The Process (Step 6)
The Process (Step 6 Acme Stamping Case Study)
The Process (Steps 7-9)
The Process (Step 10)
Conclusions
4
35
45
52
54
Value Stream Step 6
Draw the Future State Map
THE PURPOSE:
Highlight sources of waste
Eliminate them
In a short period of time.
THE GOAL: To build a chain of production where the individual
processes are linked to the customer(s) either by continuous flow
(the best) or pull and each process gets as close as possible to
producing only what the customer(s) need when they need it.
What can we do with what we have?
Value Stream Map - Current State
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Lead Time - 34 Days
Customer
Demand = 45 per day
2 shifts
Takt Time
= 18.2 Minutes
Competitive Lead Time
= 3 Days
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Customer Data
Demand = 45/day
On-Time Delivery
Takt Time = 18.2 min
Competitive LT = 3 days
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Lead Time - 34 Days
Customer
Demand = 45 per day
2 shifts
Takt Time
= 18.2 Minutes
Competitive Lead Time
= 3 Days
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Inventory
Raw = 5 days
WIP = 12.1 days
FG = 6.5 days
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Lead Time - 34 Days
Customer
Demand = 45 per day
2 shifts
Takt Time
= 18.2 Minutes
Competitive Lead Time
= 3 Days
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Flow of Value
Lead Time = 23.6 days
Lead Time
Touch Time = 89 min
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Lead Time - 34 Days
Customer
Demand = 45 per day
2 shifts
Takt Time
= 18.2 Minutes
Competitive Lead Time
= 3 Days
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Constraints
Max Wip = 7.6 days
OTD, Lead Time
CT (67) > Takt Time (18)
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Lead Time - 34 Days
Customer
Demand = 45 per day
2 shifts
Takt Time
= 18.2 Minutes
Competitive Lead Time
= 3 Days
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Setup Times
CO = 1 hour
OP Margin, Lead Time
CO = 23 min
CO =
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
Changeover
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Lead Time - 34 Days
Customer
Demand = 45 per day
2 shifts
Takt Time
= 18.2 Minutes
Competitive Lead Time
= 3 Days
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Maintenance
Uptime = 70%
OTD, Lead Time
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Lead Time - 34 Days
Customer
Demand = 45 per day
2 shifts
Takt Time
= 18.2 Minutes
Competitive Lead Time
= 3 Days
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Quality
FTY = 67%
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Lead Time - 34 Days
Customer
Demand = 45 per day
2 shifts
Takt Time
= 18.2 Minutes
Competitive Lead Time
= 3 Days
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Flow of Value
Who is setting the pace?
OTD, Lead Time
What is the pitch time?
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Lead Time - 34 Days
Customer
Demand = 45 per day
2 shifts
Takt Time
= 18.2 Minutes
Competitive Lead Time
= 3 Days
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
The Office
Office functions support many shop floor value streams purchasing, payroll
The rate of customer demand is often hard to see
Inventory can be forms, paperwork, in-baskets, out-baskets,
voicemail, email
Cycles of activity often are random - little standard work
Confusion about who the customer is and what is value
The Office
HOWEVER, THE
OBJECTIVE IS TO
ELIMINATE WASTE!
The Office Current State
Define boundaries of your value stream
There has to be a product or service to follow - like a
purchase order or payroll document - otherwise use a normal
flowchart (LEI)
The Office Current State
What capability do you provide?
Is the demand stable?
If not, what is the range ?
What is the customers expectation of performance?
Constructing Office Current State
Outbox
Waiting
Inbox
1 Day
1/2 Day at
meeting
1 Day
Waiting should be recorded if there is no apparent end takt
time and the next process is far away
Use Cycle Time of customer process to understand total lead
time
Constructing Office Current State
State Street
Assembly
Supplier
Make notes where you see
obvious Waste on the Map
Poor workplace
Duplication:
Organization
Many Signatures
State Street
Assembly
Customer
Re-enter Data:
Paper Form Rework:
Legacy System
Incomplete Data
Constructing Office Current State
Michigan Steel
Customer
Company
EmailO
rder
Engineering
database
Central
database
Phone
Clarification
State Street
Assembly
Customer
Phone
Clarification
Email
Quote
Design
Log file
Phone
Clarification
Email /
voicemail
I
Order Outbox Waiting
Receipt
W
4 Estimates Meeting
.5 hours 3 hours
.5 hr
Inbox
Waiting
2 files 1/2 Day at 2 files
meeting
1 Day
1 sales Rep1 Day
1 Eng.
1 Day .5 Day
3 hr
10 min
Inbox
Review
1 Day
1/2 Day
Purchasing 7 files
1 Day
quote
BOM Outbox Waiting
Validation
I
w
1 Sales Rep
.5 Day 1 Day
4 hrs
3 files
1 Day
Inbox
Manf.
Eng.
1/2 Day 10 files
Customer 1 Day
1 Eng.
1 Day .5 Day 1 Day
3 hrs
Email
-Clarification
Outbox Waiting Inbox
w
4 files Clarify
1 Day 1 Day
Quote
Prep
I
2 files
1 Day 1 sales Rep
1 Day 1 Day 1 Day
60 min
Total 10 Days
20 min
Total CT 8 hrs 20 min
Value Stream Step 6
Draw the Future State Map
Designing a Lean Flow
You always need a future state
Use pencil, update regularly, 70%
correct is fine
Basis for work plan - blueprint
Begin by drawing a current state
1st iteration assumes using existing
equipment, only minor purchases
Use the list of future state questions
Product Family
Current State
Drawing
Future State
Drawing
Plan &
Implementation
Value Stream Step 6
Future State Map - Icons
Value Stream Step 6
Future State Map Question 1
What is the takt time for the chosen product family?
450 minutes per shift / 9 units per shift= 50 minutes
However this includes no time for equipment downtime,
changeovers, or scrap and rework.
Until these are under control you can decide to produce
faster than Takt
Its purpose is to synchronize the pace of production with
the pace of sales
A diagnostic tool to test for overproduction
Value Stream Step 6
Future State Map Question 2
Should you build to a finished goods Supermarket or directly
to shipping?
Building directly to shipping is ideal.
If the competitive lead time is less than your process lead
time, you will need a finished goods supermarket.
If customer demand rises and falls unpredictably it might
be better to use a finished goods Supermarket.
The cost of holding some finished goods may well be less
than the cost of extra capacity
Value Stream Step 6
Future State Map Question 3
Where can you introduce continuous flow?
Produce one piece at a time
Reduce batch sizes and implement material replenishment.
Value Stream Step 6
Future State Map Question 4
Where will you need to use supermarket pull systems?
Batching might be necessary
Where changeover is necessary due to very fast or slow
cycle times and multiple product families.
Long supply chainOne piece at a time is not realistic
Some processes have too much lead time or too unreliable to
couple directly to other processes in a continuous flow.
In these cases install a Supermarket based pull system
Supermarkets are used when continuous flow is interrupted
Remember, flow is better. There is a cost associated with a
supermarket
Value Stream Step 6
Future State Map Question 5
At what single point will you schedule production?
This is called the pacemaker process.
How you control the production here sets the pace for all of
the upstream processes.
Any process after the pacemaker process must be
continuous- flow ( no Supermarkets or pulls downstream of
the pacemaker process.
Therefore, the pacemaker process is frequently the most
downstream continuous-flow process in the value stream.
Value Stream Step 6
Future State Map Question 6
How will you level the production mix at the pacemaker
process?
Distribute the production of different products evenly over
time at the pacemaker process.
Grouping products makes it difficult to serve customers
who need something different than the batch being
produced at that time.
On-time deliveries suffer. A part that is due tomorrow
might not make it because it has to wait for the long
batches to complete.
The icon for leveling is
OXOX
Value Stream Step 6
Future State Map Question 7
What increment of work will you consistently release and
take away at the pacemaker process?
Start by releasing small consistent amounts at the
pacemaker process, while simultaneously taking away equal
amounts of finished goods or paced withdrawal
This consistent increment of work is called the PITCH
Can be based on packout container quantity
Establishes interval for monitoring status of production
The key is to create a predictable flow which enables you to
act quickly to problems.
Value Stream Step 6
Future State Map Question 7 - Heijunka Box
A tool used to by some is the (heijunka box)
A load leveling box with a column for Kanban slots for each
PITCH interval and a row of Kanban slots for each product type.
The box indicates both the quantity produced and the time
allocated to make it (based on TAKT time)
One row per
product
type
Kanbans
responded
to from left
to right at
pitch
increments
8
Type
A
8.10
8.20
Kanban
card A
Type
B
Type
C
One column p/pitch
pitch=10 min.
8.30
8.40
8.50
Kanban
card A
Kanban
card B
9.10
Kanban
card A
Kanban
card B
Kanban
card C
9.00
Kanban
card B
Kanban
card C
Value Stream Step 6
Future State Map Question 7 - Sample
8
Type
A
8.10
8.20
Kanban
card A
Type
8.40
8.50
Type
C
Kanban
card B
Kanban
card C
Drop Kanban
9.10
Kanban
card A
Kanban
card B
Kanban
card C
at process
9.00
Kanban
card A
Kanban
card B
8.30
Customer
requirement
Pick up
next
kanban
Pacemaker
process
Pick up one
finished
quantity
Move finished
parts to
supermarket
Shipping
Value Stream Step 6
Future State Map Question 8
What process improvements will be necessary for the value
stream to flow as your Future State Map specifies?
If you dont answer this, youve just been wasting time.
Improvements to
Equipment
Procedures
Changeover time
Yield
Cycle time
Value Stream Step 6
Future State Map Question Summary
What is the takt time?
Will we build to shipping or to a supermarket?
Where can we use continuous flow?
Where do we have to use supermarket pull systems?
At what single point in the production chain do we trigger
production?
What levels of work will we release and take away from the
pacemaker process?
How will we level the production mix at the pacemaker
process?
What supporting improvements will be necessary?
(e.g. uptime, set-up, training)
Quiz 5
Circle the best answer
1. Kanban cards are used to:
A. Improve flow by providing working instructions to the next operator
B. Control the lot size of a FIFO lane so that inventory doesnt build
C. Allows the operators to sort the cards into right sized batches to
minimise changeovers
D. Provides an instruction that regulates the sequence and timing of
production
2. When calculating takt time:
A. Include lunches and breaks in the available working time and reduce
them afterwards
B. Include lunches and breaks but do not include planned maintenance
C. Do not include lunches, breaks or planned machine maintenance as
available working time
D. Do not include lunches, breaks, estimated machine downtime, and any
other unavailable production time
ACME Stamping
Case Study
Value Stream Step 6
Future State Map Acme Co. Example
First View of the Future-State map Showing
Takt Time, Weld/Assembly Cell, and the
Finished-Goods Supermarket
Value Stream Step 6
Acme Co. Future State 1st View
Notice that on this Future-State Map the four
welding and assembly process boxes have been
combined into one process box to indicate the
continuous flow. A small sketch of a cell inside the
process box also indicates the cellular
manufacturing concept.
State St.
Assembly
18,400 pcs/mo
-12,000 L
-6,400 R
Tray=20 pcs.
2 Shifts
Stamping
Weld& Assy
1X
Daily
L
Takt=60 sec.
C/T=56 sec.
C/O= 0
Uptime=100%l
2 shifts
Shipping
Staging
Value Stream Step 6
Acme Co. Future State 2nd View
Second View of the Future-State Map
Showing Stamping and Raw Material
Supermarkets
Value Stream Step 6
Acme Co. Future State
The stamping process needs to produce batches larger than 60
pieces.
A trigger point is set up in the stamping supermarket which
includes changeover, replenishment delay and other stamping
problems. In this case stamping will keep 1.5 days of parts in its
supermarket
A signal Kanban is sent to the stamping process whenever the
number of bins remaining drops to a trigger ( minimum ) level
Signal or Batch kanban
Value Stream Step 6
Acme Co. Future State
What about Raw Material?
To build a plant level value stream the Future State must also
show a third supermarket at the receiving dock which holds
coils of steel
Acme can attach an internal withdrawal Kanban to each coil
and send these Kanbans to their own production control
department whenever another coil is used.
Production control can order coils based on their actual usage
instead of a best guess determined by MRP
The cards are then returned to the receiving dock as a signal for
shipments that are due.
Milk runs for daily deliveries should be considered at this point
Value Stream Step 6
Acme Co. Future State 2nd View
6-WEEK
Forecast
State St.
Assembly
State St.
Assembly
PRODUCTION
CONTROL
Daily
Order
18,400 pcs/mo
coil
coil
-12,000 L
-6,400 R
Tray=20 pcs.
1X
Daily
2 Shifts
batch
20
bin
Coils
Weld& Assy
Stamping
1X
Daily
L
(at the press)
1.5 days
Takt=60 sec.
C/T=56 sec.
C/O= 0
Uptime=100%l
2 shifts
Shipping
Staging
Value Stream Step 6
Acme Co. Future State 3rd View
Third (Final) view of the Future State Map
Showing Load Leveling, Changeovers, and Timeline
Value Stream Step 6
Acme Co. Future State
Production
Control
The material handler pulls the Kanbans out of
the leveling box one-by-one at the PITCH
increment and moves trays of brackets from
the finished goods supermarket to the
staging area one-by- one according to the
withdrawal Kanban.
Daily Orders
bin
bin
Load Leveling Box
bin
OXOX
WELD&ASSY
bin
L
R
Shipping
Staging
Value Stream Step 6
Acme Co. Future State Complete View
6-WEEK
Forecast
State St.
Assembly
90/60/30 day
Forecasts
PRODUCTION
CONTROL
Daily
Order
Daily
Order
18,400 pcs/mo
coil
coil
Daily order
-12,000 L
-6,400 R
Tray=20 pcs.
20
1X
Daily
20
batch
2 Shifts
OXOX
20
bin
Coils
State St.
Assembly
20
Weld& Assy
Stamping
change
over
EPE= 1 shift.
EPE <10 min..
(at the press)
1.5 days
1.5 days
1X
Daily
Welder
uptime
Takt=60 sec.
C/T=56 sec.
C/O= 0
Uptime=100%l
2 shifts
Staging
Weld
change
over
Shipping
Production Lead-time= 4.5 days
2 days
1 day
1 sec.
168 sec
Processing Time= 169sec
Value Stream Step 7
Generate a Value Stream Plan
Create the yearly Value Stream Plan
Tie it to business objectives
Relate the Future State Map to your layout
What to do, by when, by whom
Fix the obvious
Broken equipment, needed maintenance
Purchase small tools, replace home-made fixtures
5S
Break the implementation into steps
Break your future state into loops
Each loop contains the flow up to and including a supermarket
Value Stream Step 7
Acmes Value Stream Loops
Supplier Loop
Stamping
Loop
Pacemaker Loop
Value Stream Step 7
Example Value Stream Plan
Value Stream Step 8
Start Making the Improvements
Make continuous Value Stream Improvement the responsibility
of management
Dont wait to get your future state map perfect
The main point is ACHIEVING the future state
Value Stream Step 9
Conduct Value Stream Reviews
Make continuous Value Stream Improvement the responsibility
of management
Conduct regular Value Stream Reviews while walking the floor
Value Stream Manager and Plant Manager
Focus on obstacles to implementation
Value Stream Step 9
Example Value Stream Review
Assy
Stamping
Coils
Suggestions:
- Review walking the flow
- Concentrate on the problems
Quiz 6
Circle the best answer
1. Creating value stream loops helps to:
A. Break the total value stream into manageable pieces and prioritise
them
B. Communicate the plan to senior management
C. Assign kaizen teams to be responsible for each loop
D. Develop measures for each loop based upon improving lead times
2. The point of value stream mapping is:
A.
B.
C.
D.
To document the current state for future reference
To create a future state diagram
To implement a future state with less waste
To reduce staffing in the production environment
Value Stream Step 10
Repeat the Cycle
Keep working for perfection
What Can Be Achieved?
75%
of wasted steps eliminated
Throughput
Demand
Quality
time shrinks to less than 10% of current state time
amplification is eliminated
higher and consistent from start to finish
Transport
links and information needs shrink dramatically
Concluding Comments
A future state cant be implemented all at once
Kaizen events help work towards the future state
Value Stream Mapping:
Helps you visualise more than a single process level
Links the material and information flows
Provides a common language
Provides a blueprint for implementation
Can be more useful than quantitative tools
Ties together lean concepts and techniques
Review of Goals
and Expectations
To introduce Value Stream Mapping (VSM)
To draw a current state map
To be able to design an improved value stream
Learn the mapping concepts and icons
Develop the ability to see the flow of a value stream
To draw a future state map
Learn the mapping concepts and icons
Homework Assignment
Summarize the steps to be taken in order to achieve a
Future-state map.
2. In your opinion, what are the conditions required to
ensure proper implementation of a future-state map?
What may be possible barriers to success?
1.
Read Cellular Manufacturing
Getting Started (pages ix-xvii)
Chapters 1 & 2 (pages 1-21)
Questions? Comments?
