A RESEARCH REPORT ON

VALUE STREAM MAPPING

Submitted By :

• RAHUL AJAY CHHATBAR 171020069

• AVADESH SINGH PARIHAR 171020070

• SARVESH MOTIRAM RAWATE 171020071

UNDER THE GUIDANCE OF

PROF DR. SACHIN MASTUD SIR

VEERMATA JIJABAI TECHNOLOGICAL INSTITUTE

H.R Mahajan Marg, Matunga , Mumbai - 400 019

(2019-2020)
 CONTENTS

1. Introduction

2. What is value stream mapping ?

3. Benefits of value stream mapping

4. Challenges of value stream mapping

5. How to do value stream mapping in knowledge work ?

6. Applications

7. The value stream mapping symbols

8. How to create a value stream mapping - one step at a time

9. Conclusions of research paper 1

10. Productivity improvement by value stream mapping

11. Value stream mapping tools:

12. Outcomes from value stream mapping

13. Implementation of value stream mapping methodology in bearing

industry
 INTRODUCTION
Today, principles and practices of Lean manufacturing are widely used by
industries to eliminate waste and make the process more efficient. Lean has
been recognized as one of the key approaches in enhancing the productivity and
hence the competitiveness of an organization.
Lean manufacturing or lean production is a systematic method originating in
the Japanese manufacturing industry for the minimization of waste within a
manufacturing system without sacrificing productivity, which can cause
problems. Lean also takes into account waste created through overburden and
unevenness in work loads . Working from the perspective of the client who
consumes a product or service, "value" is any action or process that a customer
would be willing to pay for. Lean manufacturing attempts to make obvious what
adds value, through reducing everything else (because it is not adding value).
This management philosophy is derived mostly from the Toyota Production
System (TPS) and identified as "lean" only in the 1990s. TPS is renowned for its
focus on reduction of the original Toyota seven wastes to improve overall
customer value, but there are varying perspectives on how this is best achieved.
The steady growth of Toyota, from a small company to the world's largest
automaker,] has focused attention on how it has achieved this success.
Value stream mapping is a lean manufacturing tool to plan a production process
involving lean initiatives through systematic data capture and analysis. It is a
proven process for planning the improvements that will allow companies to
develop lean practices. This tool has been used to document current lead time,
inventory levels and cycle times to determine the ratio of value added to total
lead time of the product line being analyzed. The first step of value stream
mapping is to create a current state map to make a picture of the production
flow and understand the company’s current cycle times, process
communications, and machine equipment capacity. This provides the
information needed to produce a future state map by creating a vision of an
improved value flow. The goal is to identify and eliminate the waste,which is
any activity that does not add value to the final product, in the production
process.
 What is Value Stream Mapping ?
▪ 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 service from its beginning through to the customer with reduced
lean wastes as compared to current map. A value stream focuses on areas of
a firm that add value to a product or service, whereas a value chain refers to
all of the activities within a company. At Toyota, it is known as "material- and
information-flow mapping”.
▪ The purpose of value-stream mapping is to identify and remove or reduce
"waste" in value streams, thereby increasing the efficiency of a given value
stream. Waste removal is intended to increase productivity by creating
leaner operations which in turn make waste and quality problems easier to
identify.
▪ Value stream mapping is mapping method it is visualize the all action on the
workshop with the help of current state map. It is define the all the activity in
form of current state map and future state map. Current state map gives the
snapshot of the work shop, it means that what things are actually running on
the workshop. Current state map draw with the help of pencil and paper and
also use the stopwatch for the time study data. Value stream mapping
defined the all value added and non-value added flow. Also future state map
is a similar to the current state map, in this map only defined the proposed
changes and which tools are used for the action against non-value added
flow. VSM is good methodology are useful for the reduction all non-value
added flow. Primarily starting with first step to select the individual product,
and then collecting data and analyze it, collecting data with the help of door
to door visit and see all the action, and next step is to draw the current state
map and then analyze it after prepare a future state map for the
implementation of lean tools as per requirement. And then last step to apply
to the all necessary changes apply on the selected product line.
▪ The application of value stream mapping – also referred to as “visualizing” or
“mapping” your process – isn’t limited to the assembly line. Lean value
stream mapping is gaining momentum in knowledge work because it results
in better team communication and more effective collaboration. Much of the
 waste in knowledge work occurs in the hand offs (or wait time) between
team members, not within the steps themselves. Inefficient hand offs lead to
low productivity and poor quality. VSM helps identify waste and streamline
the production process.
▪ If you’re familiar with continuous delivery, then you likely already have an
idea of how VSM can apply to— and improve — that process. But before we
dive into that topic, let’s take a look at some of the pros and cons of adopting
VSM.
 BENEFITS OF VALUE STREAM MAPPING
VSM is critical for a business to be sustainable, and here’s why:

Reducing or eliminating waste can improve your company’s bottom line. As a

bonus, you discover the root cause and the source of the waste.

1. Once wasteful handoffs are identified as part of VSM visualizers, your

teams can consciously improve behavior, culture, communication, and
collaboration.
2. Teams discard of individual opinions and prioritize based on the
customer’s perspective.

CHALLENGES OF VALUE STREAM MAPPING

1. VSM can be wasteful in itself, if we are not careful. Here’s how you can
avoid common pitfalls
2. The LOE (level of effort) to conduct a VSM should be balanced with the
potential value and savings. Essentially, keep an eye on the RoI (return on
investment) from the start.

3. Involve experienced people in conducting VSM since the mapping process

could be vastly cross-functional and complex.

4. Fear and uncertainty in the minds of people are common symptoms when
a VSM is being conducted, and so the process of identifying waste can be
intense.

5. Improving a step here and a step there will rake in savings for sure,
however, may not directly translate to a bottom line improvement until a
full walkthrough is completed. Having said that, baby steps are often a
great way to start.
6. Don’t rush to use professional charts, tools, and symbols right away. First,
sketch with a pencil or use a whiteboard and get the idea. Once the dust
settles, formalize the map appropriately. Remember, you are trying to cut
waste, and not create any more than you already have.

7. Overall, doing a VSM it is fine, over-doing it can be problematic.

HOW TO DO VALUE STREAM MAPPING IN
KNOWLEDGE WORK ?
Value stream mapping is gaining popularity in knowledge work because it allows
teams that work in a siloed environment to visualize their work and collaborate
better.
Even individual contributors can have a bird’s eye overview of how the team’s
work is progressing.
As a result, teams can increase the efficiency of work handoffs, which are a
major culprit for accumulating wait time in your system. Waiting is one of the 7
wastes of Lean and therefore it should be everyone’s priority to minimize it.
Mapping your process can help you visualize where handoffs occur so you can
also discover where the bottlenecks (queues) of your process are and come up
with a way to minimize their damage to your team’s productivity.

APPLICATIONS
Value-stream mapping has supporting methods that are often used in Lean
environments 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,
software development, product development, and administrative and office
processes. In a build-to-the-standard form, Shigeo Shingo suggests that the
value-adding 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 activities 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 stream the process and the non-value streams the operations. The
thinking here is that the non–value-adding steps are often preparatory or
tidying up to the value-adding step and are closely associated with the person
or machine/workstation that 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 Lean Six Sigma methodologies.
The VSM symbols
There are standard symbols for drawing a VSM
What is the Purpose of Value Stream Mapping?
The primary purpose of creating a value stream map is to show you the places
where you can improve your process by visualizing both its value-adding and
wasteful steps.
You just have to put on display every important step of your workflow and
evaluate how it brings value to your customer. This allows you to analyze your
process in depth and provides you with hints where you should make changes
to improve the way you work.

How to create a VSM - one step at a time

1. Identify a slice of the product
Identify a slice of the product that has high business value, since that will make
it easier to establish the RoIe of conducting VSM.

2. Empower the right team

Empower a mature and experienced team who can skillfully finish the map in a
timely fashion. The C-suite should set aside enough budget to ensure that
execution is uninterrupted.
3. Decide the problem you are solving for
What problem are you solving from the customer’s standpoint? Are your
customers requesting a drop in price or an increase in quality? Or both? Publish
the problem statement and get everyone on the same page.

4. Bound the process

Once the problem statement is published, limit the scope of your VSM
accordingly. You may not need to map the release process in its entirety, and
focus on a particular area instead.

5. Map the bounded process

Try to go through the bounded process yourself. This can make a difference,
since firsthand experience cannot be substituted by (possibly biased) narratives
and (possibly incomplete and inaccurate) documentation done by others.
6. Define the steps.
I do the VSM walk a few times instead of just once. This sounds redundant,
however, I found missing pieces in the second pass that were not exposed in the
first pass. And when we dug some more, skeletons fell out of the closet in the
third (and final) pass! They say, the 3rd time's the charm! Sure it was.
7. Collect process data
As you do the VSM walk, note the process data in the data boxes of the map.
Process data includes (but is not limited to) number of people involved, the
average number of working hours, cycle time, wait time, uptime, downtime, and
the like.
8. Create a timeline
Map out process times and lead times.
9. Assess your current map
Be inquisitive. Curiosity never killed the cat, and they have nine lives anyways!
Is your lead time too long? And if yes, is it because your test suites don’t (or
can’t) run in parallel? Do you have stable environments, or do you observe
intermittent test failures that the teams cannot reproduce?
Or maybe, you have process steps that you think are valuable but don’t mean
anything to the customer? Regarding the information flow, look for stagnation
and drag in the flow. Note whether it was a push versus a pull.
10. Design the future map
You may not be able to nail a full and final version, and that’s okay. Make sure
you new map aligns with the company’s vision.
Also, nothing is set in stone. Based on customer needs, make continuous
adjustments.
11. Implement the future map
Follow the VSM of the future and validate that it makes better sense for the
customers. It should have solved the problem statement that you started with.
Monitor KPIs regularly and learn from trends. Make sure everyone is rowing in
the direction of customers.

LEAN IMPLEMENTATION METHODOLOGY

Future Scope
The following points are suggested for future work:
• This research work is focused on lean implementation using VSM only. The
research may further be explored in deployment of other lean tools namely
5S, Kaizen, TPM, SMED, Kanban etc.
• Using the background of this research, application of VSM may be extended
to Foundry department of the pump manufacturing unit.

Productivity Improvement by Value Stream Mapping

The Five S’s are some rules for workplace organization which aim to organize
each worker’s work area for maximum efficiency.
• Sort – Sort what is needed and what is not needed so that the things that are
frequently needed are available nearby and as easy to
find as possible. Things which are less often used or not needed should be
relocated or discarded.
• Straighten (Set in order) – Arrange essential things in order for easy access.
The objective is to minimize the amount of motion
required in order for workers to do their jobs. For example, a tool box can be
used by an operator or a maintenance staff who must
use various tools.
• Scrub (Shine) – Keep machines and work areas clean so as to eliminate
problems associated with un-cleanliness. In some industries,
airborne dust is among the causes of poor product surface or color
contamination. To be more aware of dust, some companies paint
their working places in light colors and use a high level of lighting.
• Stabilize (Standardize) – Make the first 3 S’s a routine practice by
implementing clear procedures for sorting, straightening and
scrubbing.
• Sustain – Promote, communicate and train in the 5 S’s to ensure that it is
part of the company’s corporate culture. This might include
assigning a team to be responsible for supervising compliance with the 5 S’s.
VSM TOOLS:
VSM is the process of visually mapping the flow of information and material as
they are preparing a future state
map with better methods and performance. The below table indicates about
the tools used in VSM and its advantages to eliminate different types of wastes
in manufacturing industry.
OUTCOMES FROM VALUE STREAM MAPPING :
Elimination of Waste: VSM is such a tool which identifies the wastes from
working place and hence eliminates it from production lines.
1. Reduction of Defects: VSM identifies the cause for defects during the
process by analyzing the current state map and creates the future state map
which is free from defects.
2. Reduction of Cycle Time: By applying VSM technique, non-value added
activities are eliminated, hence Cycle time of production is reduced.
3. Reduction of Inventory Levels: Once the VSM eliminates the wastes from
the stream line, proper utilization of inventory is possible by VSM.
4. Reduction of Cost: Cost of production can be control by reductions of all
types of wastes.
✓ VSM is continuous improvement process; we must keep on changing future
state into current state that will not end during our life.

✓ VSM have been proven to be a greatly useful tool to eliminate some waste in
a cycle and find there are more waste for us to eliminate in next cycle, during
which lean becomes a habit or culture. The technique of lean tool can be
applied to every situation in a company by finding out what customer wants
and eliminating waste. The idea is to create culture in which people at
various levels of an organization are continuously improving their production
every day & in every way.

Implementation of value stream mapping

methodology in Bearing industry
In this study to implement the value stream mapping process for the reduction
of non-value added flow, also in to the literature review different research
paper refer and apply the value stream mapping and conclude that it is most
important techniques for the manufacturer, researcher, and practitioner. In this
study to reduce the lead time with the help of super market and setup time
reduction, and implementing the stage inspection. And also satisfied the
customer demand monthly as per require schedule. Value stream mapping
techniques are apply in any type of organization for the reduction of
unnecessary activity or non-value added flow.
In this study to apply the lean tools of kanban pull system and also apply the
super market and setup time reduction as per requirement and derive the
benefits of various areas, reduced the product lead time and fulfill the customer
demand.
1. Fulfilling the customer demand: By reducing the product lead time to fulfil
the customer demand, before the implementing of value stream mapping
company produce 900 bearing/month and after the implement the value
stream mapping technique company produce a 1000 bearing/month, and
fulfill the customer demand.
2. Value stream mapping (VSM): Value stream mapping is mapping method it is
visualize the all action on the workshop with the help of current state map. It
 is define the all the activity in form of current state map and future state
map. Current state map gives the snapshot of the work shop, it means that
what things are actually running on the workshop. Current state map draw
with the help of pencil and paper and also use the stopwatch for the time
study data. Value stream mapping defined the all value added and non-value
added flow. Also future state map is a similar to the current state map, in this
map only defined the proposed changes and which tools are used for the
action against non-value added flow. VSM is good methodology are useful for
the reduction all non-value added flow. Primarily starting with first step to
select the individual product, and then collecting data and analyze it,
collecting data with the help of door to door visit and see all the action, and
next step is to draw the current state map and then analyze it after prepare a
future state map for the implementation of lean tools as per requirement.
And then last step to apply to the all necessary changes apply on the selected
product line.

CONCLUSIONS
The purpose of this study was to develop a value stream map for assembly
process of motor, and pump parts. The goal has
been to identify and eliminate waste which is any activity that does not add
value to the final product in the assembly
process. It is also aimed at reducing lead time and increasing throughput rate of
parts.
The following are some of the salient conclusions that are drawn based on the
present studies:
• It was observed from the current state map that the total lead time for the
product is 54 days, Inventory is 33 days and value added time is 0.55 hrs and
%VA is 0.07%.
• The difference between lead time and processing time shows that there are
lots of non-value activities in the process flow which is in the form of waiting
for parts, moving parts from one station to another, setting up time and
inventories.
• The process turns from push to pull.
• Process lead time reduces to 36.5 days, Inventory reduces to 22.4 days
• Having the proper analysis tools is a key perquisite for making significant
improvements to a manufacturing system. But implementation is more than
a matter of being right. An effective manufacturing manager must pull
together a coherent plan and nurture it to fruition.
• This requires (1) addressing the right problem and (2) convincing others that
it needs to be solved. The first is a subject matter of systems analysis, while
the second deals with the human element of manufacturing management.

REFRENCES :
1. NICMAR-Journal of Construction Management, Vol. XXVII, No. 4, Oct.-Dec.
2012
2. Lean Manufacturing Implementation Using Value tream Mapping: A Case
study of Pumps Manufacturing Company BY Santosh B. Dighe, Abhay Kakirde
(International Journal of Science and Research (IJSR))
3. Mayatra Mehul et.al., International Journal of Advance Research , Ideas and
Innovations in Technology.
4. Status of implementation of Lean manufacturing principles in the context of
Indian industry: A Literature Review A. P. Chaple , B. E. Narkhede2, M. M.
Akarte
5. A Review Paper on Productivity Improvement by Value Stream Mapping BY
Pradip Gunaki1, S.N. Teli2, Fauzia Siddiqui ME scholar, Associate Professor &
HOD Mechanical, Associate Professor.
6. https://kanbanize.com/lean-management/value-waste/value-stream-
mapping/
7. https://www.atlassian.com/continuous-delivery/principles/value-stream-
mapping