Value Stream Mapping

For simple designs, you can brainstorm a list of subfunctions. More complex systems require the use of Function Structure (Technique 32) or axiomatic design (Technique 31). For process-based innovations, a Process or Value Stream Map (Technique 46) will help you identify subfunctions, which may correspond to steps in the process. 

The success of the simulation depends on your ability to describe the process in sufficient enough detail to produce realistic results. You can derive this information from a Process Map or Value Stream Map (Technique 46). Be sure to include key subprocesses, decision points, and queues (waiting lines). 

EXHIBIT 41.1 This is a sample, stylized output of the SigmaFlow Simulator Process Analyzer. In addition to performing discrete event simulations, this product also performs value stream mapping, improvement score-carding, and other analytics. 

Use a SIPOC Map when you need a shared understanding of how you plan to produce and deliver your innovation to customers. This is your first order of dehnition, to be followed by more detail using a Process Map or Value Stream Map (see Technique 46). 

I rocess Maps are basic flowcharts that depict the progression of steps, decisions, and handoffs involved in transitioning a new product or service from paper (its design) into production/ delivery to customers. Value Stream Maps do this, too, but they add a level of sophistication related to time and the identification of value-added versus non-value-added activity (waste identification). 

Process and Value Stream Maps can be used in one of two ways to document the as-is process the way it currently runs, or to document the future state of the process if it hasn t been developed, tested, and implemented. Obviously in the context of innovation, these maps are used to develop the future state. While you can apply them without the help of an expert or facilitator, it s best to enlist one, especially when building Value Stream Maps. 

Using a Process or Value Stream Map to document how work will be accomplished—how process inputs are transformed into process outputs— creates needed consensus and positions the organization to implement an innovation as planned, with quality and reliability. No mishaps, defects, or costly mistakes. 

There are numerous ways to draw Process and Value Stream Maps, and numerous symbols used for depicting various activities and actions. But it is best to develop your own approach that works for you and your organization, and not get too hung up on whether you are using the "correct" method and symbols. 

To make value stream mapping as smooth as possible, have your team prep itself by reading up on the basic principles of Lean—an approach that increases the speed, efficiency, and value of operations while reducing waste in both product and service environments. 

The steps involved in value stream mapping are much the same as they are for process mapping. But since value stream mapping is more complex, you may want to have a Lean consultant present, or at least read up on value stream mapping. 

Calculate the total queue times and the total time for the process, and display this in a time line at the bottom of the chart. This distinctive time line is found on all Value Stream Maps, and at a glance it shows how much of the total elapsed time (lead time) is value-added. 

Rother, M., J. Shook, J. Womack, and D. Jones. Learning to See Value Stream Mapping to Add Value and Eliminate MUDA. Ccimbridge, MA Lecin Enterprise Institute, 1999. 

For a summary and description of Value Stream Map symbols, visit Strategos (www.strategosinc.com/value-strecim-mapping-3.htm). 

Several software applications aid in the creation of Process Maps and Value Stream Maps. Three we recommend are ... 

Refer to your Process or Value Stream Map and identify the value-added and non-value-added steps. A value-added step is one for which the customer would pay. All other steps are non-value-added, even if they are essential to the process. Then ... 

Use a Process or Value Stream Map (Technique 46) in conjunction with a process FMEA to discover potential mistakes related to how you produce or deliver your innovation. 

For each of the main categories, use a Process or Value Stream Map (Technique 46) to help you brainstorm all the causes, or inputs, that may be contributing to the problem. You can go category by category, or brainstorm freely and list the cause under the appropriate category. Write each input on its own line that extends from the category line (Exhibit 53.2). Continue until you have listed all the potential causes. 

You can gather this information from your Process Map or Value Stream Map (Technique 46), or even a Cause Effect Diagram (Technique 53). 

Refer to your Process or Value Stream Map. Each key process step should have a row on the Control Plan. In our example, the process of taking a customer s order at the drive-through would entail many process steps—facial recognition, order processing, payment, and so on. We ll fill out our sample Control Plan (Exhibit 55.1) using the process step facial recognition. 

An earned value stream map showing the individual processing steps from mining to the lithium-ion battery production, with time frames for the individual steps and percentage of value added (0% at mining, 100% at battery manufactured). 

The fourth example of Lean Engineering Education, Project 4, took place at the University of Cape Town as well. For a local farming equipment manufacturer, two students were assigned to develop standard operating procedures. Both students were able to work independently of each other in the company s warehouse and on the production floor. Utilizing value stream mapping, PDCA and 5S, both students were able to develop internal standard operating procedures. 

Chen, J. C., Li, Y. and Shady, B. D. (2010). From value stream mapping toward a lean/sigma continuous improvement process An industrial case study. International Journal of Production Research, 48(4), 1069-1086. 

Rother, M, and Shook, J. (2003). Learning to see value-stream mapping to create value and eliminate muda. Brookline The Lean Enterprise Institute. 

McManus, H. L. Product Development Value Stream Mapping Manual. Version 1.0. Lean Aerospace Initiative, Center for Technology, Policy, and Industrial Development, Massachusetts Institute of Technology. Cambridge, MA Sept. 2005... 

Current state The current state is how it is today. When using lean tools like the A3, process maps, value stream mapping, or a kaizen blitz, the facilitator may guide the team to a full understanding of the current process by having them complete a current state map. 

Process map Process mapping, or the expanded version, value stream mapping, is used to graphically display the steps in a process. This visual method of process evaluation and improvement engages everyone because it is completed on white boards, flip charts, or by using Post-it notes arranged on a wall. Both a current state and a future state map are usually completed during lean events. 

The current process flow is analyzed to determine nonvalue added activities. Then, a second sub-group out of the nonvalue added group is selected by considering what if RFID was deployed. A thorough investigation of each step, along with interviews with experts and additional data collection, the RFID-enhanced value stream map is reduced to 18 steps, as opposed to 54, which represents 66.7% improvement in number of steps. Such an improvement not only makes the supply chain more reliable but also reduces the overall lead time drastically, which is estimated to be a reduction of 60%. 

Excess of Motion - Unnecessary motion is caused by poor workflow, poor layout, housekeeping, and inconsistent or undocumented work methods. Value Stream mapping (see above) is also used to identify this type of waste. 

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