Value stream mapping
Step1: scooping the VSM
This map is a single area in your organization. when multiple plants, customers, or suppliers
are included, an extended level map is created.
Consider an extended level map as the view of the values stream at 60,000 feet,
the facility level map at 30,000 feet,
and the process level map at 10,000 feet.
It is best to start at diagramming a facility level map before attempting to draw a process
level map or extended level map.
Step2: Form a Team
Form a cross-functional team of high-level managers and supervisors from throughout your
company. Representatives from multiple departments, such as sales, customer service,
inventory, operations, etc. Consider also adding important suppliers to this group because an
outside perspective can be helpful.
The ideal team size is about 10 members. Small teams can miss important items, while large
teams can end up being difficult to manage and coordinate.
Step3: three-day kaizen event
During a kaizen, team members begin developing current and future plans.
At the kaizen event, the team must complete four important steps:
*Determine the process family.
*Draw the current state map.
*Determine and draw the future state map.
*Draft a plan to arrive at the future state.
Step4: The Process Family
A process family, also known as a product family, is a group of products or services that go through the same or similar
processing steps. To determine your process family, create this matrix.
*Along the top row, write all the process steps your
organization performs from a 30,000-foot point of view.
*In the first column, write down the parts (e.g.,
components, stock keeping units, finished good items, or
services) your organization makes or provides.
*Place an X in the corresponding box if the part goes
through the processing step.
It’s important that this step is applied to all cross-functional teams and key areas within your company. This helps ensure
all vital steps are included and no steps are overlooked.
Step5: Identifying Similarities
Examine the matrix and look for sections that have similar or identical processing steps. And 80% of the steps. Consider
items that share many of the same steps and procedures that can be created together—by the same workers using
similar or related steps—more efficiently in a manufacturing cell.
Once you’ve identified similarities, the team must then identify which process family it will concentrate on first. The list
below represents some common reasons for picking certain areas, and they are areas that the VSM team should
consider:
Biggest "bang for the buck"
Largest reduction in lead time or inventory
Biggest impact to the customer
Highest probability for success
Most visible to stakeholders
New product or service line
Volume or quantity
Step6: Creating the Current State Map – VSM Planning
To create a current state map, collect the data and information by "walking the flow" and interviewing the people who
perform the task. This is beneficial for two reasons:
The team will have the opportunity to see the entire process and look for waste.
The people who actually perform the work (e.g., operators, assemblers, technicians) can answer questions and clarify
any misconceptions or preconceived notions on how tasks are performed.
When your team is "walking the flow," be sure to gather high-value information from employees, including:
Cycle time or processing time
Changeover time
Reliability of equipment
First pass yield
Quantities
Number of operators and shifts
Hard copy information
Electronic information
Inventory levels
Queue or waiting times
