What is a Value Stream Map?

 It indicates all the action s that are currently required to bring a product or
service through the main process steps that are essential to get it from it’s
origin to it’s final destination
 The value stream map shows all the steps whether they are value added
(VA), non value added (NVA) or non value added but required (NVAR)

The Purpose of Value Stream Mapping

 To look at the big picture so that we can focus in the areas that need priority
attention.
 Eliminating all non value added activities and minimizing all the non value
added but required activities
Why is Value Stream Mapping Important?

 To see the BIG PICTURE as opposed to any one single process step. You
can see the process flows
 Helps to IDENTIFY WASTE and the sources of waste in your value stream
 Shows the links between INFORMATION FLOW AND MATERIAL FLOW.
 It focuses everyone’s attention and provides a COMMON BASE FOR
ANALYZING the process
 Helps the management DEVELOP A MESSAGE AND VISION that will
need to be communicated to all employees
 It makes it easy to see the IMPACT of changes
 It ties together lean elements, roles and tools and helps to PREVENT THE
NATURAL TENDENCY TO ‘PICK & CHOOSE’
 It forms the basis of an implementation plan and OUTLINES HOW THE
PROCESS SHOULD OPERATE
Type of waste:

7 Wastes
1. Over-production

2. over-Processing

3. WaitingTime

4. Inventory

5. Excess Motion
Any activity that consume
resources without creating 6. Un-acceptable items
value for the costumer
(the 7 Wastes)
7. Transportation
Operations Materials

Supporting

.
Value ‘OPTIMUM’
Stream Waste Elimination
Mapping
Value Stream Mapping Symbols

= Outside source = Push arrow

Weld die
= Raw material/
finished goods
140 / day = Manufacturing
SOCT 3.88’ process data box = Manual information
C/O 30’
Batch 100 (paper schedule)

I = Inventory = Electronic information

250 (EDI, fax)
= Truck shipment Weekly = Information frequency
Lead-time time line:
4 days Inter-process time (inventory)
2 min Process Lead time (not S Operator Cycle Time)
16 sec Process value-added time
Constructing a Value Stream Map

 This is a ‘pencil and paper’ exercise

 Material flow is drawn from left to right, using solid arrow to show the
direction of the flow
 Information flow is drawn from right to left on the top of the diagram. Use
bent lines to show the flow of electronic information
 Start mapping the information flow from the customer in the upper right and
continue to the supplier in the upper left on the bottom of the diagram
 Data boxes are drawn under the process boxes to indicate cycle time,
changeover time, number of shifts, machine time, available time, etc
 Map the manufacturing process at the bottom of the diagram
Future State Value Stream Map

What will you see in the Future State VSM:

 Non value added activities have been eliminated
 Change in the production lead time
 Value added time
 Simpler process
Current Value Stream Map
Value Stream Map Plan

Date 1/2/03 Signature & Approval

Facility Barb Plant Engineering

Manager Yearly Value-Stream Plan Manager
V.S Paul
Manager Product Family: Steering Brackets

Product V.S Value-Stream Goal R+ Review

family Loop Objective 2003 Monthly schedule
Business R+ Date
Objective 1 2 3 4 5 6 7 8 9 10 11 12

1 1. Cont. Flow 0 WIP

pace- from weld-ass’y
maker 2. Kaizen to 165 < 165
sec.
3. Eliminate < 30s
weld c/o
4. Uptime
welder #2 100%
5. FG pull
2 days FG
+ Pull Syst.

2 1. Stamping pull 1 day Invt.

Stamp + Pull Sche
2. Stamping
change-over <10min

3 Pull for coils Daily

 Keys to Value Stream Mapping Success

 Properly define the product or process, grouping them will cause confusion and difficult
to develop current and future stream map
 Collect the right data on the current state map. Without accurate, detailed information
you cannot hope to figure out how to improve flow
 Pay attention to the information flow. A value stream should show both information and
material flows
 Focus on the timeline at the bottom of the map, it helps you to prioritize improvement.
Remember: one of the major goals it to reduce lead times.
 Draw the future state mam and followed with discipline, because it leads directly to a
comprehensive implementation plan
 Keys to Value Stream Mapping Success

 DO NOT put the map in your computer software. It’s a pencil and paper exercise.
 Translate future state map into a plan and focus on implementing it
 Conduct regular reviews
 Assign a leader of champion. Leaving it in a group of departments will ensure very slow
progress
 Lean never ends. There is always more waste and continuous incremental improvement
must be the overriding philosophy
 Continuously seek perfection