Value stream mapping

From Wikipedia, the free encyclopedia

Value stream mapping usually employs standard symbols to represent items and pro
cesses, therefore knowledge of these symbols is essential to correctly interpret
the production system problems.
Value stream mapping is a lean-management method for analyzing the current state
and designing a future state for the series of events that take a product or se
rvice from its beginning through to the customer. At Toyota, it is known as "mat
erial and information flow mapping".[1] It can be applied to nearly any value ch
ain.
Contents
1 Using the Method
1.1 Applications
1.2 Metrics
2 Associated analysis methods
3 See also
4 References
5 External links
Using the Method
Planning and preparation. Identify the target product family or service. Cre
ate a flow, define the problem, set the goals and objectives, and select the map
ping team. Discuss the flow with the management team.[2]
Draw while on the shop floor a current state value stream map, which shows t
he current steps, delays, and information flows required to deliver the target p
roduct or service. This may be a production flow (raw materials to consumer) or
a design flow (concept to launch). There are 'standard'[citation needed] symbols
for representing supply chain entities.
Assess the current state value stream map in terms of creating flow by elimi
nating waste.
Draw a future state value stream map.
Work toward the future state condition.[3]
Applications
Value Stream Maps are usually drawn using a set of standard symbols, some of whi
ch can be seen here.
Value stream mapping has supporting methods that are often used in Lean environm
ents 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,[4][5]
software development,[6][7] product development,[8] and administrative and offic
e processes.[9]
In a build-to-the-standard form, Shigeo Shingo[10] suggests that the value-addin
g steps be drawn across the centre of the map and the non-value-adding steps be
represented in vertical lines at right angles to the value stream. Thus, the act
ivities become easily separated into the value stream, which is the focus of one
type of attention, and the 'waste' steps, another type. He calls the value stre
am the process and the non-value streams the operations. The thinking here is th
at the non-value-adding steps are often preparatory or tidying up to the value-a
dding step and are closely associated with the person or machine/workstation tha
t executes that value-adding step. Therefore, each vertical line is the 'story'

of a person or workstation whilst the horizontal line represents the 'story' of

the product being created.
Value stream mapping is a recognised method used as part of Six Sigma methodolog
ies.[11]
Metrics
A key metrics associated with value stream mapping are value adding times and no
n value adding times.[12] Non value adding time is called lead time.
Associated analysis methods
Hines and Rich (1997) defined seven value stream mapping tools[13] they are:
Process Activity Mapping
Supply chain responsiveness matrix
Product Variety Funnel
Quality filter mapping
Forrester effect mapping
Decision point analysis
Overall Structure Maps
See also
Business process mapping
Lean manufacturing
Value stream mapping software
Value chain
References
Rother, Mike; Shook, John (2003). Learning to See: value-stream mapping to creat
e value and eliminate muda. Brookline, MA: Lean Enterprise Institute. ISBN 0-966
7843-0-8.
Martin, Karen; Osterling, Mike (2013). Value Stream Mapping: How to Visualize Wo
rk and Align Leadership for Organizational Transformation. New York, New York: M
cGraw Hill. p. 4. ISBN 9780071828918.
Rother, Mike (2009). Toyota Kata. McGraw-Hill. ISBN 0-07-163523-8.
Graban, Mark (2011). Lean Hospitals: Improving Quality, Patient Safety, and Empl
oyee Engagement. Boca Raton, FL: CRC Press. ISBN 9781439870433.
Graban, Mark; Swartz, Joseph (2011). Healthcare Kaizen: Engaging Front-Line Staf
f in Sustainable Continuous Improvements. Boca Raton, FL: CRC Press. ISBN 978143
9872963.
Plenert, Gerhard (2011). Lean Management Principles for Information Technology.
Boca Raton, FL: CRC Press. ISBN 9781420078602.
Bell, Steven; Orzen, Michael. Lean IT: Enabling and Sustaining Your Lean Transfo
rmation. Boca Raton, FL: CRC Press. ISBN 9781439817568.
Mascitelli, Ronald (2011). Mastering lean product development: a practical, even
t-driven process for maximizing speed, profits and quality. Northridge, CA: Tech
nology Perspectives. ISBN 9780966269741.
Keyte, Beau; Locher, Drew (2004). The Complete Lean Enterprise: Value Stream Map
ping for Administrative and Office Processes. New York: Productivity Press. ISBN
9781563273018.
Shingo, Shigeo (1985). A Revolution in Manufacturing: The SMED System. Stamford,
CT: Productivity Press. p. 5. ISBN 0915299097.
"Value Stream Mapping" Article Source: http://www.isixsigma.com/index.php?option
=com_k2&view=itemlist&layout=category&task=category&id=90&Itemid=222#
JANU KA, M., PLKA, P., ULOV, D., CHODUR, M. Value chain of virtual enterprise - Possi
ble modern management concepts and value drivers identification. In Annals of DA
AAM for 2009 and 20th International DAAAM Symposium "Intelligent Manufacturing a
nd Automation: Focus on Theory, Practice and Education". Vienna: Danube Adria As

sociation for Automation and Manufacturing, DAAAM, 2009. s. 469-470. ISBN 978-3901509-70-4 , ISSN: 1726-9679
Rich, Nick; Esain, Ann; Bateman, Nicola (1997). Lean Evolution: Lessons from the
Workplace. Cambridge University Press.