A value stream map is a visual tool that displays all critical steps in a specific process and quantifies easily the time and volume taken at each stage. Whereas a value stream map represents a core business process that adds value to a material product, a value chain diagram shows an overview of all activities within a company. The purpose of value-stream mapping is to identify and remove or reduce 'waste' in value streams, thereby increasing the efficiency of a given value stream.
Waste removal is intended to increase productivity by creating leaner operations which in turn make waste and quality problems easier to identify. Value-stream mapping has supporting methods that are often used in Lean environments to analyze and design flows at the system level across multiple processes. Although value-stream mapping is often associated with manufacturing, it is also used in logistics, supply chain, service related industries, healthcare, [6] [7] software development, [8] [9] product development, [10] and administrative and office processes.
Daniel T. For example, you might decide that you need an arrow that shows when an order comes from a web form instead of the generic arrow for electronic communication. Schedules and orders are two types of information that often have to be communicated to people at different places on a value stream map. This shape is usually the label for an arrow that shows the information flow. Outside steps are almost always suppliers or customers. Suppliers receive orders information and provide material.
Customers send orders and receive finished goods. Transportation by truck is usually a label for an arrow that shows the movement of finished goods. Process shapes represent machines and internal process steps, among other things.
Often they include additional data, such as the number of workers involved and cycle time. Typically found between process shapes, the inventory triangle describes the amount of work-in-progress material waiting to be used.
High amounts of inventory can signal waste. Typically found between process shapes, the waiting triangle describes the amount of time spent waiting before the next process step begins. High amounts of waiting can signal waste. On a value stream map, different styles of arrows describe the movement of information, materials, and goods.
To distinguish electronic information from paper information, use a jagged arrow. For example, the process map might need to show that customer orders come from emails. A hollow arrow shows the movement of finished goods. A transportation shape usually serves as a label for the arrow. Most finished goods are raw material from the supplier or finished goods for the customer.
When work-in-progress material moves from one step of a process to another as soon as it is complete, use square dots for the line of the arrow. When work-in-progress material is pulled from a previous step to the next, use a circular arrow. Pull arrows are more common in processes that include supermarkets or safety stock where material can be stored until it is needed.
Safety stock is set aside so that work-in-progress material or finished goods are ready in case of a process interruption. A supermarket stores material until the next downstream process needs more. Then, workers pull what they need. The open ends of the symbol face the upstream supply.
In this storage, material is stored so that whatever enters first leaves first. The production kanban is a signal to represent when an upstream process should produce a certain amount of material for a downstream process. The withdrawal kanban is a signal to represent when a downstream process should remove a certain amount of material from a supermarket. The signal kanban represents a point in the process where upstream production is triggered by material falling to a certain amount.
While the truck is the most common transportation shape, more specific shapes can be useful. These shapes can show movement of finished goods or work-in-progress material. Shows the close arrangement of processes, people, and equipment. The goal of the arrangement is to increase efficiency. The load-leveling shape shows where the amount and mix of kanbans are adjusted to level production volume. Eyeglasses show a place in the process where a person has to go and collect information.
For example, if someone counts inventory. The value stream considers the end-to-end process of delivering a product or service with a deliberate focus on the identification of what creates value for the customer. Long books are written that give extensive guidance on this topic, but you can get an overview from the following steps. In most cases, value stream analysis considers one product or product family. You have a product family to consider when multiple products go through similar value streams.
For example, the value stream maps shown earlier are for producing cabinets, but the same company might use those steps to also produce tables and desks. Although scale certainly matters, the traditional perspective is that the analysis of the value stream is a serious effort. Your team will need involvement from people across the entire stream and enthusiastic support from management.
The idea of the value stream depends particularly on how you define the customer. When you define who the customer is, you can see what they value. Customer value determines what is waste and what is valuable. Observing the value stream yourself is critical. Before you and your team walk the stream, you might meet to review preconceptions, types of data to collect, and qualities that the customer values.
Starting from a value stream mapping template can be helpful. Some teams will walk the stream both forwards and backwards, hoping to capture different details. In a process improvement project on moving chemical compounds from chemistry teams to assay , walking the process includes looking at the process steps, noting changeover times, and recording cycle times.
As you make your process map, you generally collect data on times: changeover times, cycle times, non-value added time, value-added time, etc.
Tracking inventory at different process steps is also common. For example, a common goal is to align cycle time with Takt time so that you know you can deliver as much product as the customer wants. The data is also important for comparing the current and future states. In the chemical compound project , the value stream map includes data on total cycle time, raw process time, the cycle times for each step of the process, and the waiting times between processes.
With the clear picture you have of the value stream, you can consider what the value stream map could look like. Create a new value stream map showing this ideal state. EdrawMax is an advanced all-in-one diagramming tool for creating professional flowcharts, org charts, mind maps, network diagrams, UML diagrams, floor plans, electrical diagrams, science illustrations, and more.
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