Escolar Documentos
Profissional Documentos
Cultura Documentos
LESSONS
V
alue stream mapping (VSM) process steps from order entry to easy ways to learn a language that
can be an extremely powerful delivery. anyone in your organization can
tool, combining material pro- The value stream in VSM is the understand—a key element when
cessing steps with information flow as point at which value is actually added communicating with process maps.
well as other important related data. to the product or service by changing Building a VSM offers detail that goes
VSM is arguably one of the most pow- beyond the amount of information
erful lean tools for an organization you can relay with any standard flow-
wanting to plan, implement and chart.
improve on its lean journey. This tool A tool that combines
Value Stream Scope
allows users to create a solid imple- material processing
mentation plan that will make the Understanding the scope of the
most of their available resources. steps, information flow. value stream under examination is an
For a lean journey, think of VSM as important place to start the VSM task.
the launch pad to begin identifying Think of the scope as the door to door
and improving a process family. VSM the market form or function to meet process for a facility level map. A
is about sparking change—declutter- the customer ’s needs. For example, departmental or interdepartmental
ing the process of the nonessential value adding activities can be things practice is considered a process level
activities that don’t add value but like: machining, assembly, welding, map. When multiple plants, cus-
waste time and resources. drilling, folding, painting and so on. If tomers or suppliers are included, an
VSM, as it is known today, stems you are not adding value, you are extended level map is created.
from Toyota Motor Co.’s material and probably adding muda, (the Japanese Consider an extended level map as
information flow diagrams. 1, 2 In its word for waste). the view of the values stream at 60,000
most basic form, VSM shows the Pictorial representations of VSM are feet, the facility level map at 30,000
5. Order review
Process family
20. Packaging
2. Order entry
4. Purchasing
7. Scheduling
9. Perforating
16. Embosing
15. Punching
18. Stamping
11. Shearing
8. Receiving
21. Shipping
10. Leveling
13. Slitting
1. Quoting
Name
150 80,000 lb/mo X X X X X X X X X X X 1 Coil to coil
ORM005 80,000 lb/mo X X X X X X X X X X X 1 Coil to coil
020 AI GLD 5,000 pcs/mo X X X X X X X X X X X X X 2 Ornamental
020 AI Stuco 1,000 pcs/mo X X X X X X X X X X X X X 2 Ornamental
73518 400 pcs/mo X X X X X X X X X X X X X X X 3 Fab flat
Ballast 300,000 lb/mo X X X X X X 4 Ballast
Nordham 100 pcs/yr X X X X X X X 5 Pass through
611402401 250 pcs/mo X X X X X X X X X X X X X X X 6 Fab form
VT4880 50 pcs/mo X X X X X X X X X X X X X X X 6 Fab form
EAW435? 150 pcs/mo X X X X X X X X X X X X X X X X 6 Fab form
YNG Filter 25 pcs/mo X X X X X X X X X X X X X X X 6 Fab form
Gehl 001 150 pcs/mo X X X X X X X X X X X X X X X 6 Fab form
509566 700 pcs/mo X X X X X X X X X X X X 7 Coil to sheet to size
601 250 pcs/mo X X X X X X X X X X X X X 7 Coil to sheet to size
020 AI MF 8,000 pcs/mo X X X X X X X X X X X X 8 Coil to blank
Nailor 500 pcs/mo X X X X X X X X X X X X X 8 Coil to blank
202262 20,000 pcs/mo X X X X X X X X X X X X X
Stock Plate 250,000 lb/mo X X X X X X X X X X X X 9 Stock plate
Production (make)
Kanban Withdrawal
Kaizen?burst/
Go see Withdrawal (move) improvement Loop
Kanban
Supermarket
Supplier (batching)
Kanban
Maximum
- FIFO -
Kanbans?arriving
in groups (First-in, first-out) Inventory or
queue time VA Value added time
Heijunka Cycle or
(Level loading) process time NVA Nonvalue added time
Kanban?route
OXOX
feet and the process level map at team and how it can affect decision Finally, never create a map with a
10,000 feet. making and action. A good team size team of one. You will not get enough
It is best to start at diagramming a is usually between seven and 10 valuable input or cross functional dia-
facility level map before attempting to members. This size makes it easier for logue or the results may be biased for
draw a process level map or extended members to conduct interviews and one area, person or department.
level map so you do not optimize one “walk the flow,” that is, actually visit-
area and suboptimize another. This ing each of the work areas affected by Kaizen Kick-Off
column will focus on the facility level the process evaluation and included Once the team is formed, a three
map. in the VSM to see firsthand how day kaizen (Japanese for “change for
things work or don’t work. the better”) event, as seen in Table 1,
Ready a Team for the Event Predictably, the larger the team, the is usually enough time to create the
The best—and probably easiest— more difficult it may be to manage. If current state and future state maps,
way to create a VSM is to form a cross the team has fewer than seven mem- along with the draft plan (more detail
functional team that includes supervi- bers, there may not be enough voices on these deliverables is highlighted
sory or managerial level members to provide well-rounded input. later). More time may be needed to
from throughout the organization.
Representatives from departments
like sales, customer service, schedul- TABLE 1 Typical Three-Day VSM Kaizen Event Agenda
ing, purchasing, operations, inventory
control, maintenance, quality and Day 1 Day 2 Day 3
information technology can be valu- • Introduce VSM. • Draw the current state • Create the future state
able contributors to this part of the • Determine process map. map.
VSM journey. Even customers or sup- families. • Perform lean concepts • Develop the draft plan.
pliers—both internal or external—add • Walk the flow and training.
unique perspectives. gather information.
Be aware of the actual size of this
complete the detailed draft plan and the parts (for example, compo- included in the original matrix. After
determine the resources required to nents, stock keeping units, fin- closer examination, the team that
implement the lean ideas. It is impor- ished good items or services) your thought its company had only one
tant to designate an individual with organization makes or provides. process family actually had nine fami-
previous experience in VSM to facili- • Place an X in the corresponding lies.
tate this kaizen event. box if the part goes through the After completing this vital step,
At the kaizen event, the team must processing step. examine the matrix and look for parts
complete four important steps to Many cross functional teams skip that go through similar or the exact
progress through VSM: this step in the process. A team may same processing steps. Search for
• Determine the process family. decide this step seems unnecessary. items or parts that share about 80% of
• Draw the current state map. The team may mistakenly believe it the steps. Look for items or parts that
• Determine and draw the future has already identified the value would make sense if they were created
state map. streams, or it may consider this step alongside each other in a manufactur-
• Draft a plan to arrive at the future too difficult or complicated to per- ing cell. In other words, consider items
state. form. or parts that share many of the same
I must emphasize this point again: steps and procedures that can be creat-
Process Family Do not skip this step. Building a ed together—by the same workers
A process family, also known as a process family matrix can save you using similar or related steps—more
product family, is a group of products much time in the future and help efficiently in a manufacturing cell.
or services that go through the same avert headaches down the line. Taking At this point, the team must select
or similar processing steps. To deter- this step will help everyone under- the particular process family it will
mine your process family, create a stand the value streams and where concentrate on for the current state
matrix similar to the example shown they are in the process. map.
in Figure 1 (p. 64). For example, one company claimed Every organization may have a dif-
• Along the top row, write all the it had a very simple process and the ferent reason for selecting one process
process steps your organization team elected not to perform this step. family over another when deciding
performs from a 30,000-foot point There were many process steps the which map to draw first or which
of view. team didn’t consider and steps not in order it should map out its value
• In the first column, write down the main flow, so these parts were not streams. Here are some criteria the
Effort
Loop
Set up kanban/supermarket
10 N 5 H H 2 XX/XX/XX XX/XX/XX John Not started
pull system
calculate value added and nonval- when drawing your maps, your eraser demand. The formula is the time
ue added time. is your best friend. available (per shift) divided by the
Calculate the cycle time vs. the demand (per shift). For example:
inventory time (in days) for the mater- Future State Map
ial and information flow. Every VSM Once the current state map is com- 22,000 seconds (time available)
will look slightly different depending plete, the team can set its sights on cre- ÷ 200 pieces (demand)
on the exact process, the author who ating the future state map. Make sure = 110 seconds/piece.
drew the map and how it was drawn. the team members have some basic
See Figure 3 (p. 66) for an example of training on lean principles to develop a • Are there bottlenecks or con-
a VSM current state map used for a realistic future state map (see Figure 4, straints? From the data collection
metal fabricating company. p. 67). Different authors will suggest during the kaizen, look at the cycle
If this is one of your first VSM questions to guide you to a future times or processing times. If any of
kaizens, have the experienced facilita- state. Be careful to use the questions these are greater than your takt
tor draw the map on a large dry-erase appropriate to your type of business. time, you have a candidate for a
board and the team members draw Here is a short list of questions with bottleneck or constraint. This may
each of their own maps on paper. If common elements that may fit most be causing overproduction waste
your team members are more experi- types of business: or work in process (WIP) in some
enced, they may gather the data first • What is the takt time? Takt is the areas or extra processing time,
and then draw the map. If they are German word for the baton a con- such as overtime, to meet demand.
experts they may just draw the map as ductor uses to control his orches- • Where can inventory (or queue
they gather the data. The current state tra’s speed, beat and timing. Takt time) be reduced or supermarkets
map is usually completed by the sec- time refers to how frequently a used? Look at raw material, WIP,
ond day, but it needs to be refined a part or component must be pro- buffer stock, safety stock and fin-
little the next morning. Remember, duced to meet your customers’ ished goods inventories to see
Figure 2, p. 65) around any items to 1. Mike Rother, John Shook and Jim Womack, workers who don’t have
Learning to See, Mellon’s Books, 1999.
signal improvement is needed. Items 2. Jeffrey Liker, The Toyota Way, McGraw-Hill,
may include low equipment reliability 2004.
backgrounds in quality.
or first pass yield, long changeover
times, large batches, any waste such as BIBLIOGRAPHY
Quality Progress is seeking
overproduction, motion, transporta- Keyte, Beau, and Drew Locher, The
tion, waiting, defects or adjustments, Complete Lean Enterprise: Value Stream submissions to its “Back
and over or extra processing. Mapping for Administrative and Office
If you are not sure whether there Processes, Productivity Press, 2004. to Basics” column, published
needs to be an improvement during
ANTHONY MANOS is a catalyst with every other month. The
this timeframe, put a kaizen burst
Profero, Inc., a lean consulting, training and
around it anyway. You can determine columns are limited to one
implementation firm. He is a senior member of
if it will be a priority when you put ASQ, an instructor for ASQ’s course on Lean
together your plan. Enterprise and Kaizen and is the current chair printed page or 800 words.
From the answers to these and other of the Lean Enterprise Forum. Tony has an
questions related to the process, you Submissions are reviewed
MBA from the University of Illinois-Chicago.
will be able to draw a future state by members of the QP
map that reflects how you want your
operations to be based in six or 12 Editorial Review Board.
months, as shown in the example in Please
Figure 4 (p. 67). comment
Estimate the amount of inventory Send questions or submis-
If you would like to comment on
and queue times based on improve-
this article, please post your remarks sions to manuscripts@asq.org.
ments that are achievable. Recalculate
the value added vs. nonvalue added on the Quality Progress Discussion
time on the sawtooth line. Board at www.asq.org, or e-mail
them to editor@asq.org.
Draft Plan
Creating (and executing) the draft