LEARNING

TO SEE
Value Stream Mapping
To Add Value and
Eliminate Muda
 WHAT IS VALUE STREAM MAPPING

• A Value Stream Mapping is all the ACTIONS (both

value-added and non-value-added) currently
required to bring a product through the production,
information flow across boundaries from raw
material into the arms of the customer

• Value Stream Mapping is essentially a language

• It is a pencil & paper tool that helps you to see and

understand the flow of material and information as a
product makes it way through the stream
 CUSTOMER TO
SUPPLIERS YOUR PLANT/COMPANY END USER
TOTAL VALUE STREAM
 MATERIAL AND INFORMATION FLOWS
• Within the production flow
– One flow is—movement of material INFORMATION
– Other flow is—of information that tells
Each process what to make or do
next PRODUCTION FLOW

• In lean manufacturing the

information flow is treated with MATERIAL
just as much importance as
material flow

• Material and Information Flow are

two sides of same coin
LEVELS OF MAPPING THE VALUE STREAM
FOR A PRODUCT FAMILY

Process level Mapping

Level to start

Single plant
(door to door)

Multiple plants

Across companies
 SYMBOLS AND ICONS USED FOR MAPPING
MATERIAL FLOW RELATED

To show customers,
supplier and outside
XYZ OUTSIDE SOURCES
FACTORY manufacturing
processes

One box indicates a

ASSEMBLY
MANUFACTURING process in which material
PROCESSES is flowing All processes
to be labeled

C/T =seconds DATA BOX To record information

C/O = 10 min concerning a
manufacturing process,
Uptime = %
department , customer
27.600 sec. A
2 shifts
 MATERIAL FLOW RELATED

Capture the count

I
N Days
INVENTORY
Time to be noted
300 Pieces

Note frequency of
TRUCK SHIPMENT
Shipments

MOVEMENT OF Material that is

produced and moved
PRODUCTION MATERIAL
forward before the
BY PUSH process needs it. Usually
based on schedules.
MOVEMENT OF FINISHED
GOODS TO CUSTOMER -----------------
 MATERIAL FLOW RELATED

A Controlled inventory of
parts is used to schedule
SUPERMARKET production at an
upstream process

Pull of material,
WITHDRAWAL usually from a
supermarket
Max. 20 pieces

TRANSFER OF Indicates a device to

CONTROLLED QUANTITIES limit Quantity and
FIFO ensure FIFO flow of
OF MATERIAL BETWEEN material between
PROCESSES IN A “FIRST- processes. Maximum
quantity be noted
IN-FIRST-OUT” SEQUENCE
 INFORMATION ICONS

MANUAL INFORMATION E.g production schedule or shipping

FLOW schedule
ELECTRONIC E.g via electronic data interchange (EDI)
INFORMATION FLOW
INFORMATION Describes an information flow
Weekly
Schedule

PRODUCTION KANBAN The “one-per-container ”kanban. Card or

20 (DOTTED LINE device that tells a process how many of
INDICATES KANBAN what can be produced and gives permission
PATH) to do so
WITHDRAWAL KANBAN Card or device that instructs the material
handler to get and transfer parts (i.e from a
supermarket to the consuming process)

SIGNAL KANBAN The “one-per-batch” Kanban. Signals when

a recorder point is reached and another
batch needs to be produced. Used where
supplying process must produce in
batches because changeovers are required
 INFORMATION ICONS
Sequenced-Pull Ball- Gives instruction to immediately produce a
A pull system for predetermined type and quantity, typically
processes without one unit
using supermarkets
Kanban Post Place where Kanban are collected and held
for conveyance

Kanban arriving in
batches

Load Leveling Tool to intercept batches of Kanban and

OXOX level the volume and mix of them over a
period of time

“Go See” Production Adjusting Schedules based on checking

Scheduling inventory levels
 GENERAL ICONS

Kaizen Lightning Highlights improvement needs at

Weld Burst Specific processes that are critical
Change over
to achieving the value stream
vision.
Can be used to plan Gembakaizen
Welder projects.
uptime

Buffer or Safety “Buffer” or “Safety Stock” must be

Stock noted

Operator Represents a person viewed from

above
 THE MAPPING OF PROCESS

Part A - Related to Material (and it’s process data)

1. Collect Current State Information while walking along the actual
pathways with a Pencil, A-3 size paper & a stop watch.
2. Begin at the Shipping (Dispatch) end and work upstream.Represent
the basic production processes using a process box.
3. Material flow is drawn from left to right from bottom half of the map in
the order of processes step, not according to physical lay out of the
plant.
4. Multiple flows that merge are captured as shown in next slide. Go look !

5. Draw data box under each process box to record.refer list of typical
process data required to help you get Started
6. Capture inventory accumulated points and note the quantities (time)
Go look !
7. Do not map every purchase part in your product family just draw the
flow for one or two main raw materials
MERGING OF MULTIPLE FLOWS AND
REPRESENTATION

Draw such flows

over one another
as shown. Choose
Key components
initially.
 LIST OF TYPICAL PROCESS DATA

C/T Cycle Time Time that elapses between one part coming off the
process to the next part coming off, in seconds
C/O Changeover To Switch from producing one type to another
Time
Uptime On demand machine uptime

Number of The number of people required to operate the process

Operators
Working Time The available working time per shift at that process minus
breaks, meeting and cleanup times in seconds

EPE Every Part Every-----is a measure of production size

Pack Size The number of parts one finished-goods container holds

or the ‘standard quantity/pack’
 THE MAPPING OF PROCESS

Part B - Related to Information Flow

1. Information flow is drawn from right to left in the top half of
the map space using icons with a box or node to label
different information flows
2. Separate lines are drawn for the forecast & daily orders as
these are different information flows
3. Normally a PPC or MRP schedule the shop floor, collect
information from customers end, consolidates & processes it,
and sends specific instructions to each manufacturing
process about what it should produce and when and also a
daily shipping /dispatch schedule to the shipping department
4. “Go See” is captured and incorporated into the map using the
same information to represent informal scheduling (by shop
supervisor)
5. As you figure out how each process knows what to make for
its customer (the following process) and when to make it,
identify material movements that are pushed by the producer,
not pulled by the customer. Capture push movements. A push
arrow (striped) is drawn between each process.
 SOME LEAN MEASUREMENTS

Cycle Time (C/T

)
Cycle Time (C/T ) How often a part or product actually is
completed by a process, as timed by
observation. Also the time it takes an operator
to go through all of their work elements before
repeating them.
VA Time
Value Added Time (VA)
Time of those work elements that actually
transform the product in a way that the
customer is willing to pay.
Lead Time
Lead (or Throughput) Time (L/T)
The time it takes one piece to move all the
way through a process or a value stream,
or from start to finish.Envision timing a
marked part as it moves from beginning to
end
NOTE Usually: VA < C/T < L/T
Summarizing The Current Condition Of The Value Stream
From Observation Drawn or Recorded On The Map

Draw a TimeLine under the Process boxes and Inventory triangles to Compile
the Production Lead Time,The Time it takes one part to make its way through
the Shop floor,beginning with Arrival as Raw Material through to Shipment.
Lead Time ( in Days ) for each Inventory triangle= Inventory Quantity / Daily
Customer requirement
Lead Times through each process + through each Inventory Triangle in the
Material Flow, = a good Estimate of Total Production Lead Time
( with multiple upstream flows, use the Longest time path to Compute)
Add up the Value-adding or the Processing Times for Each Process in the
Value Stream = Total Processing Time
Compare Total Value Added Time To Total Lead Time

2 hours
40 seconds
Example
 PRODUCTION
6- week CONTROL
Michigan 90/60/30 day State Street
forecast
FORECAST
Steel Co. Assembly
Weekly MRP 18,400 pcs/mo
500 ft. coils Daily Order
fax -1200 “L”
-6,400 “R”
Tray = 20 pieces

Tues+ Weekly Schedule 2 shifts

Daily ship
Thurs schedule

Example of Current State Map 1X

Coils daily
I 5 days

STAMPING S.WELD#1 S.WELD#2 ASSEMBLY#1 ASSEMBLY#2 SHIPPING

200 T I I I I 200 T I STAGGING

4600 L 1100 L 1200 L 2700 L
1 1 1600 L 1 1
1
2400R 600R 640R 1440R
850R
C/T =39 seconds
C/T =1 second C/T =46 seconds C/T =62 seconds C/T =40 seconds
C/O = 10 min
C/O = 1hour C/O = 10 min C/O = 0 C/O = 0
Uptime = 85 % Uptime = 100 % Uptime = 80 % Uptime = 100 % Uptime = 100 %
27.600 sec. Avail. 27.600 sec. Avail. 27.600 sec. Avail. 27.600 sec. Avail. 27.600 sec. Avail.
EPE = 2 weeks 2 shifts 2 shifts 2 shifts 2 shifts
Production
Lead
5 days 7.6 days 1.8 days 2.7 days 2 days 4.5 days time=23.6days

1 sec 39 sec 46 sec 62 sec 40 sec Processing

Time =188 sec
THANK YOU