BIM402 - Lean Management & Six Sigma

Problem solving - 2
Value Stream Mapping
The value stream mapping is the extension of the process analysis method to the entire process.
• The value stream is a process visualization and serves common understanding.
• The current value stream is used for the process analysis. The future value stream is the
target image for the future process chain.
• The value stream mapping shows the current state of a process chain by means of symbols.
• The symbols visualize the material flow, the information flow and further insights. Kaizen
flashes are used to identify waste and initial optimization ideas.
• The future state is created as a value stream design with the same symbolism.
• In addition to drawing the value stream on a piece of paper, the use of sticky notes on boards
has proven effective for greater visualization.
• The affected employees, managers and the works council must be informed prior to
recording.
• All data is collected and recorded on site (no historical system or planning data, also no
standard times). Thus, only what is understood is recorded.
• From the value stream mapping, the interrelationships between the material flow and the
information flow become apparent.
• The material flow shows the flow of raw materials, parts and components as well as products.
The goal is to achieve a continuous one-piece flow.
• Information flow visualizes the flow of orders and inventory control. The goal is to achieve
a clear flow of information so that one process only generates what the next process requests.
• The value stream approach does not bring isolated successes but is a systematic optimization
of the overall process. The value stream not only identifies waste, but also its causes and
sources.
• The future value stream is the representation of the future target image and thus the basis for
how lean production will look in the future. The future value stream is created by avoiding
 waste, variability and inflexibility. The procedure for creating it is carried out in five steps:
stabilization, flow, tact, pull and pacemaker.
• By writing down the future state and comparing it with the actual value stream, including the
key figures, optimization potentials become quantifiable. Action plans are derived from the
current and future value stream.
 Value Stream Design
Value stream mapping is a recording of the actual state in the form of a current value stream
map.
• The value stream is created during the as-is recording of the information on site in
production.
• Rother and Shook (1999) name this procedure “learning to see”. Through the
independent creation, the process understanding takes place, which is the basis for the
recognition of waste.
• Opportunities for improvement are identified. The value stream is the extension of the
process analysis method chalk circle to the entire process. The actual value stream
 provides the basis and the necessary information for the subsequent future state map
(FSM).
• Before recording, the affected employees, the managers as well as the works council
have to be informed. Going on site independently, seeing and understanding promote
the view of waste, variability and inflexibility in the process chain. All data is collected
and recorded on site. Current information is collected.
• Historical data from systems or planning is not taken. Only what is understood is
collected and recorded.
• The value stream mapping is deliberately a flashlight. As a rule, it reflects the
current state of daily production conditions with all problems very well and reliably.
The creation takes place on a sheet of paper in landscape format. The use of a clipboard
is recommended. Writing is ideally done with a pencil so that changes can be made
using an eraser.
• The use of a stopwatch is appropriate to record cycle times. It should be noted
that this is not a problem with machines, but at manual stations the agreed
arrangements, including with the works council, for recording time should be followed.
Standard times, as planned by the engineering department, should not be relied upon.
• There are the most frequent differences between planning and reality and thus potential
for optimization. The level of detail is to be chosen according to the observed process.
The process can be a production, a production hall, a plant or a supply chain.
• Depending on the scope, the process view is scaled appropriately. Less detailed value
streams with an overview character (macro level) can be used to link detailed value
streams (micro level). Extensions of the process view in the direction of suppliers and
customers are also possible.
The value stream is created in eight steps. It leads to a graphical representation of the value
stream (Fig. 11).
different processes or skip processes, the main product or part family must be identified.
This identification is done with the product-process matrix ( Fig. 12). In this process, the
product variants are assigned to the processes. Part families are determined by forming
groups. Using a Pareto analysis, quantities are also considered, and the main product is
identified. After selecting the part family to be observed, the process flow and the path
through production to the value stream mapping are defined.
This map outlines the process of a product or service passing from the supplier, through the
internal production chain, and to the customer. The value stream map begins top of center
with the team member in charge of production control. This person approves requests or
orders from customers and sends these requests to the supplier. Notice that this value
stream map example runs in a circular motion because customer demand feeds both the
supply and production chain.
1. Calculate the flow rates and flow factors from the two lines in Fig. 2. Lot production has a
lead time of 303 min, while flow production has a lead time of 6 min. In both cases the
process time is 3 min.