3 7001A Basic Mapping and Value Analysis UoC7001A - 91558NSW CLR

Basic Mapping and Analysis
Lean Six Sigma

Fundamental Skills &
Knowledge
Basic Mapping
Process Step Value Add Analysis
LSS e-Learning
Curriculum under License from
91558NSW Graduate Certificate in Lean Six Sigma
Lean Six Sigma Australasia Unit 7001A Apply Lean Six Sigma Fundamental Skills and Knowledge
Key Objectives
 Learn basic mapping as a critical skill to eliminating waste in an
existing process
 Become familiar with Lean Six Sigma mapping practices and
terminology
 Develop basic skills with “value stream maps” (VSM) to analyse
the process from the process participant’s and the customer’s
perspective
 Learn different approaches to value stream mapping and their
features to enhance team engagement
 Learn how value analysis and other data gathering techniques
can enhance discovery
 Be familiar with the development of data rich VSM

1 Unit 7001A Apply Lean Six Sigma Fundamentals
DMAIC Funnel Concept

“Many prioritized projects in hopper”
Next Project Selected
Define Charter prepared and validated
“What is happening?”
Project Baseline Measured
Measure Y = f(x)
“Find Potential Root
Causes”
Root Causes
Analyse Identified
and Verified
“Generate the
solution?”
Improve Improvements
Piloted
and Measured
“Sustain the gains”

Control Self-sustaining
Institutionalise
Process
Lean Six Sigma DMAIC Milestone Map
1 4 7 10 13
Narrow Plan & Execute
Develop Project Value Stream Develop Potential
Potential Full Scale
Charter Mapping Solutions
Causes (Xs) Implementation
2 5 8 11 14
Collect &
Optimise Monitor, Control
Translate Voice Data Collection Validate Critical Best & Transition
of the and Integrity Causes (Xs) Solution Process
Customer
3 6 9 12 15
Create High Compare Capture Plan & Validate
Level Process Process Quick-Win Execute Benefits &
Map (SIPOC) Performance Opportunities Pilot Close Project
Define Measure Analyse Improve Control

Milestone Milestone Milestone Milestone Milestone
Review Review Review Review Review

What is Value Stream Mapping?

 Collects data on the flow of a single family of products
 Map current state flow with

 value add and non value add activities and costs
 time elements
 Rework loops and other ‘hidden’ wastes
 WIP and inventory buildups and movements
 Workforce allocation
 Map future state flow with

 non value add activities and costs removed
 fast, stable and flexible capabilities identified
The Importance of
Value Stream Mapping
Understand strategic business objectives…
 Create High-Level Value Stream Map
Used by
 Include High-Level Business processes and High-Level Metrics
Management Team
 Collect additional metrics if warranted and Productivity
 Analyse gaps to business strategy and voice of the customer Champions to help
identify opportunity
 Decide on areas to focus improvement efforts areas and projects.
 Create improvement project charters
 Strategically prioritize and assign projects to project practitioners
Understand individual processes in detail…
 Accurately and Precisely DEFINE where the problem is located
 MEASURE the problem and track on the Value Stream Mapping Used by the BB/GB
 Analyse the problem and focus on root causes during the DMAIC
project.
 Identify and prioritize IMPROVE tools and implement
 CONTROL the solution and sustain the results!
Process and Value Stream Mapping is the one of the most
effective measure tools in our Lean Six Sigma toolbox!

Who Uses Process

and Value Stream Maps?
 Value Stream Maps are used at the business (strategic) level for
opportunity and project identification by management teams
and deployment champions.
 Maps at this level are owned by the business unit leaders
(management teams, productivity champions).
 At the project (tactical) level, process and value stream maps
are used by Black Belt/Green Belt improvement teams to
identify and visualize the improvement opportunities, and as an
effective communication mechanism to all levels of the
company.
 Maps at this level are created and initially owned by
improvement teams and transitioned to process owners
during the DMAIC Control Phase.
Problem Definition and

Value Stream Mapping
 The first step in creating a value stream map is to have a
well-defined “problem statement”
 this will visualize the basis of building your investigation
 clarifying focus on the area of concern
 help identify appropriate team members
 provide the scope and boundaries to the investigation
 define improvement focus, for example is it quality, cost or time
based?
 covered in more detail later in the Project Charter unit of the
syllabus
The sponsoring organization must ultimately define the

issue, then the project team can refine the problem
statement using lateral thinking tools

Basic Mapping
Compare Process to Value Stream

Maps?
LSS e-Learning
What is a Process Flow Map?

 A graphical representation of a process flow identifying the steps of the
process, and potentially also the “x’s” and “y’s” of the process steps
 Provides ability to visualize the process, and can help to identify opportunities
for improvement Cut Part
Used Electrolyte Monitor and
Used ECM machine Adjust settings
Part Loaded Part Clamped Cycle started Used Electrode
S, Voltage gage
Load Clamp Start
Cutting S, Pressure gage
Part Part Cycle
S, N, wrenches S, N, Clamps S, Pump control (manual) C, N, Electrode (design) Existence of Arcing
S, N, Part S, N, Part S, Machine controls (semi) C, N, Insulator
Monitor for
S, N, Fixture holder S, N, Fixture Holder S, Start cycle button S, N, Contact Points
arcing problems
S, N, Part
C, Voltage S, Vision
C, Electro Pressure S, Amp Gage
C, N, Electrolyte S, Machine
C, E Temp
C, Feed rate
Fixture &
electrode in Completed Part
Empty machine
Process Outputs Process Inputs upright position
(little y’s) (little x’s) Backing out to

Unload Part
Rear Limit
S, N, Fixture
S, Full depth
Holder
A traditional process flow map is restricted S, Machine
S, N, Wrench
by the amount of information it can display S, N, Part

What makes a Value Stream Map “Value”

 VSM converts a process flow map into a rich process map of pertinent data
Cut Part
Used Electrolyte Monitor and
Used ECM machine Adjust settings
Part Loaded Part Clamped Cycle started Used Electrode
S, Voltage gage
Load Clamp Start
Cutting S, Pressure gage
Part Part Cycle
S, N, wrenches S, N, Clamps S, Pump control (manual) C, N, Electrode (design) Existence of Arcing
S, N, Part S, N, Part S, Machine controls (semi) C, N, Insulator
Monitor for
S, N, Fixture holder S, N, Fixture Holder S, Start cycle button S, N, Contact Points
arcing problems
S, N, Part
C, Voltage S, Vision
C, Electro Pressure S, Amp Gage
C, N, Electrolyte S, Machine
C, E Temp
C, Feed rate
Fixture &
electrode in Completed Part
upright position Empty machine
VSM extends the usefulness of process maps Backing out to
by adding more data (beyond y’s and x’s) such Rear Limit
Unload Part
as: material and information flow; operating S, Full depth

S, N, Fixture
Holder
parameters; process and lead times S, Machine
S, N, Wrench
S, N, Part
A traditional “Tactical”
Value Stream Mapping Example
Forecast, 6 Month, Fax MACHINING CUSTOMER
PURCHASING
& ASSEMBLY SERVICE Forecast, 90/60/30 Day, Fax
SUPPLIER Customer
MRP MRP MRP

Order, Weekly (5-day), Fax 20,000 pcs/mo
Order, Daily, Fax
1/Week
Module=100
Work Orders, Daily Release, Paper

Receiving/Warehouse
1, 1x8 hr shift
y= Raw Casting
2/Day
x= X-Purc Parts I
P/T = 80 Sec 100 pcs I
C/O = 2 Min 100 pcs I
Uptime 95% 100 pcs
Batch Size 500
Raw castings Machine 1d material Forgings, bolts, nuts, washers Assy 1, o-ring, bearing, snap ring Assy 2
Daily schedule Daily schedule Daily schedule Daily schedule Daily schedule
Machine 1 Machine 2 Assembly 1 Assembly 2 Distribution
1, 1x8 hr I 1, 1x8 hr I 1, 1x8 hr I 1, 1x8 hr
shift shift
I 1, 1x8 hr
shift shift shift
1000 pcs 5000 pcs 100 pcs 200 pcs
y=machined part y=machined part y=assy 1 y=assy 2 y=shipped order
x=X-Raw Casting X-Machine 1 material X-Machined part, bolts, nuts, X-Assy 1, O-ring, bearing, X-Assy 2, X-Packaging
C-Daily schedule C-Daily schedule washer, C-Daily schedule snap ring, C-Daily schedule C-Daily schedule
P/T = 30 Sec P/T = 45 Sec P/T = 60 Sec P/T = 50 Sec P/T = 90 Sec
C/O = 30 Min C/O = 60 Min C/O = 5 Min C/O = 10 Min C/O = 10 Min
Uptime 95% Uptime 80% Uptime 95% Uptime 95% Uptime 95%
Batch Size 100 Batch Size 100 Batch Size 100 Batch Size 100 Batch Size 100
80 sec + 1.8 hours 30 sec 23.7 hours 92.1 hours 60 sec 1.6 hours 50 sec 3 hours 90 sec PLT=124 hrs
45 sec
20 sec 40 sec P/T= 145 sec
35 sec 50 sec

Highlight Organisational Hand-Offs

Customer* “Swim Lane” Value Stream Map
2. 10. Stop
1 540 mins 5 2 PT 110 min/

I
order
Engineering
Start 1. 6. 9. WIP 150
30 mins 30 mins 50 mins FTE 8
120 mins 5 420 mins 3 400 mins 2 PT 1300 min/

I I I
order
Tooling
3. 7. 11. WIP 600
200 mins 450 mins 450 mins FTE 10
10 120 mins 10 2 70 mins 10 PT 32 min/

Production
I no I
order
4. 8. 12. WIP 200

yes
5 mins 4 mins 12 mins 11 mins FTE 34
180 mins 5 PT 80 min/

Field Service
I
order
5. WIP 25
80 mins FTE 5
Process Time 30 200 80 5 30 450 4 12 50 450 11 Total 22 hrs
Wait Time 120 180 540 420 120 400 70 Total 31 hrs
High-Level and Low-Level Process Views

 High-Level View
 depicts the major elements and their interactions
 should show the role of feedback and information flow
 typically used as a diagnostic tool by management to identify project
opportunities
 Low-Level View
 each high level process has sub-processes which have
micro-processes (see the Top-Down Flow Chart Model).
 our goal is to go to the level necessary to address the root cause of the
problem(s) and to assure ownership is clear
 our goal is not to describe or review the entire process (or system) at this
level but to get to a point of focus
 typically used at the project level by improvement teams to measure a
process and identify improvement ideas

Data Analysis and

High and Low-Level Value Stream Mapping
 High-Level Value Stream Mapping Should Describe:
 Major functions/activities
 Process Boundaries (i.e., top level vs. detail)
 Process outputs “big Y’s”
Y = f ( X1, X2, …, Xn )
 Process inputs “big X’s”
 Low-Level Value Stream Mapping Should Describe:

 Sub- and (if necessary) micro-processes
 Process Boundaries (detail)
 Process step outputs “little y’s”
 Process step inputs “little x’s” y = f ( x1, x2, …, xn )
 Operating specs of little x’s
We will focus on basic Low-Level Value Stream Mapping

Basic Mapping
Vertical Scoping
LSS e-Learning
Vertical Scoping
Top Down Flow Chart Model
 A “Top Down Flow Chart” is meant to provide FOCUS by selectively
expanding from the highest level down to the level where the root
cause is located.
 Use the Start and Finish points of the process from the Problem Statement
and SIPOC chart (covered in detail in the Project Charter unit).
 Define 6 to 12 high level activities between the Start and Finish.
 Expand the SINGLE high level activity most likely to contain the root cause
into 6 to 12 medium level activities.
 Expand again (and again!) until the level of the cause(s) of the problem is
reached.
 The purpose of the Top-Down Chart is to determine the correct level of
the process to Value Stream Map. It is a vertical scope of the process
 It is critical for a organization to focus improvement resources on to
prioritized areas that are going to have the greatest return.

Visualize the
Top-Down Flow Chart
The Process
The Sub-Process
Focus...
Focus...
FOCUS...
The Micro-Process
Second Law of Lean Six Sigma: The Law of Focus
Example:
Top-Down Flow Chart in Manufacturing
Start
Foundry Motor Pump Distribution
Stop
Fab Machine Paint Assembly Test
Potential problem Prep Install Install Press Grease

at this level Housing Armature Shaft Bearings Fittings

Top-Down Flow Chart

Swim Lane” Flow Chart Option
Use for large, complex processes when:
 Multiple hand-offs between departments/functions are involved,
including outside the company.
 Sequence and time of operations is important (as in lead time
reduction).
 Can show information and product flows if needed.
 Uniquely adds the time horizon to the flow of information.
The Swim Lane Flow Chart is still a Top-Down Flow Chart
 It is a vertical look at the process
 It should have about 6-12 steps at each level
 It should expand again (and again) until the level of the
cause of the problem is reached
Example layout:
“Swim Lane” Flow Chart
Customer*
2. 10. Stop
Engineering
Start 1. 6. 9.
Tooling
3. 7. 11.
Production
no
4. 8. 12.
yes
Field Service
1. As you build the map identify the Hand-Offs.

5. 2. Remember to put the customer at the top.
3. Map from left to right do not back track to
maintain a sense of time

Basic Mapping
Horizontal Scoping &

VSM Characteristics
LSS e-Learning
Horizontal Scoping
Determine Product/Process Family
 If there are many different products that flow through the process, it
may be necessary to “scope” the focus of the map through a
Product/Process family assessment – this is a horizontal look at the
process.
 Choose the product/process family that has the greatest impact on the
Customer Outputs, and the Business Requirements.
 Choose a family with common flow.
 Choose a family with high volume and cost.
 Choose a family based on customer industry, or other product
segmentation.
 Choose the family that is most impacting customer service.
 If a product/process family is not readily apparent (such as in a job

shop environment), use a product/process matrix to identify a family.

Product/Process Matrix
 Products and Process Matrix example
 Create a matrix of products and processes (equipment) through which they
pass.
 Include demand and cost/price data based upon actual customer demand
(extended cost = standard cost * annual demand)
 Reference routers if necessary but ensure they are verified and not
assumed to be accurate.
 Group similar products together and choose the product group to value
stream map based on the second law of focus for extended cost – “Biggest
bang for the buck”
Extended PROCESSES
Cost Receiving Stamping Drill Mill Grind Drill Press Paint Cure Pack
$40k A x x x x x x x x x
$50k B x x x x x x x x x
PRODUCTS
$30k C x x x x x x x x x
$10k D x x x x
$10k E x x x x
$5k F x x x x x
$15k G x x x x x
Product/Process Families
and the Pareto Chart
 Another way to look at the Product/Process Matrix is through a Pareto
Chart:
Extended Cost Pareto
$60k 100%
% Total Cumulative Extended
$45k 75%
Extended Cost
50%
Cost
$30k
$15k 25%
$0k 0%
Product Product Product Product Product Product Product
B A C G D E F
Choose products A,B,&C if cost

reduction is a critical focus

Low-Level
Value Stream Mapping Steps
Step 1: Create a SIPOC Chart
Step 2: Map the Current State with a “Top Down” Flow Chart
Step 3: Determine Product/Process Family to Value Stream Map
Step 4: Draw the Process Flow Map
Step 5: Add the Material Flow

Not covered in this
Step 6: Add the Information Flow introductory module
Step 7: Add Process Data Collection boxes
Step 8: Add Process and Lead Time data
Step 9: Verify Current State Map
Characterize the Inputs

Noise, SOP, Controllable or Critical
 Noise Inputs (N): Input variables (X’s) that impact the output
variables (Y’s) but are difficult, impossible or we choose not to control.
Example: Environmental variables such as humidity, temperature
SOP
 Standard Operating Procedures (SOP/ S): A standard
procedure for running the process
 Controllable Inputs (C): X’s that can be changed to see the effect
on Y’s. Examples are knobs, levers, dials, triggers Critical
 Critical Inputs (X): X’s that have been statistically shown to have a
major impact on the variability of the Y’s
Machine 2 Assy 2
I I
Assy 1 Assy 1 Assy 1
Insert Pin
I Assem. Pistons I Assem. Covers I
Test
y: Flush w/ surface y’s: Screw position adj., y’s: Gasket in Place,

x’s: X-Press Force,
Greased O-ring Ring in Groove X Critical
C-Material x’s: S-Assy Technique, x’s: S-Assy Technique, N Noise
C-Amount of Grease, C-Snap Ring, S SOP
C-Material C-Insertion, C Controllable
C-Material,

Mark the Value Steps

Three Categories of Process Value
Customer Value Add Business Non-Value Add Non-Value Add
(CVA) Questions (BNVA/BVA) Questions (NVA) Questions
 Does the task add form,  Does this task reduce owner  If the customer knew we were
feature, or function to the financial risk? doing this, would they request
product or service?  Does this task support financial that we eliminate the activity
reporting requirements? so we could lower our prices?
 Does the task enable a
competitive advantage  Would the process of  Does the task fit into either of
(reduced price, faster delivery, producing/selling the product the other two categories?
break down if this task were
fewer defects)? removed?  Can I eliminate or reduce this
 Would the customer be willing  Is this task required by law or activity?
to pay extra or prefer us over regulation?  Typical NVA Activities:
the competition if he or she  Typical BNVA Activities:  Transporting/Moving
knew we were doing this task? Order Entry/Processing
  Inventory/Stocking/Storing
 Typical CVA Activities:  Purchasing  All Rework Loops
 Molding  Product Sustaining/ Development  Inspecting
 Order picking  Sales/Marketing  Counting
 Stamping/Fabricating  Regulatory reporting
 Handling
 Assembling  Internal Financial Reporting
 Signoffs
 Customer Required Inspection
 Painting  Waiting
CVA BNVA NVA
Value Add Time Defined
In traditional manufacturing,
customer value added lead
Time
time is a small percentage of Raw Finished
total lead time, and is scattered Materials Goods
throughout the process.
NVA CVA
Typically, companies 90% 10%

concentrate on decreasing the Time
10% of customer value added
lead time rather than attacking
the 90% of non-value added Lean Six Sigma
lead time. concentrate on Both NVA Traditional
and VA Activities Improvement Activities
Lean Six Sigma Concentrate Here
practitioners understand
that significant
improvement can be Customer Value Added Time
realized by attacking non-
value add as well as value Non-Value Added Time
add activities.

Value Add vs. Non-Value Add

 Significant reduction in lead time and batch size can be realized by attacking
both CVA, BNVA, and NVA activities in the process
but… it often takes less effort to accomplish a 10% reduction in NVA time than
to accomplish a corresponding reduction in CVA time
NVA CVA
90% 10%
Time
Lean Six Sigma Traditional

concentrate on Both NVA Improvement Activities
Concentrate Here
and VA Activities
Customer Value Added Time
Non-Value Added Time
Effect of Non-Value Add Time Reduction

 If we decrease Setup time/unit by 10%:
BA BB
Setup A Process A Setup B Process B

4 hours .01 hours 4 hours .01 hours
CTI = 8.0 A hours + .02 B hours
 The time between part runs (Cycle Time Interval) is

decreased and therefore batch size can be A 10% reduction in
decreased leading to greater flexibility NVA time results in
a significant overall
BA BB
Cycle Time Interval
Setup A Process A Setup B Process B reduction
3.6 hours .01A hours 3.6 hours .01B hours

Effect of Value Add Time Reduction

 If we decrease processing time/unit by 10%:
BA BB
Setup A Process A Setup B Process B

4 hours .01 hours 4 hours .01 hours
 The time between part runs (Cycle Time

Interval) is insignificant and therefore batch A 10% reduction in
VA time results in
size can not be decreased. much smaller
BA BB
overall Cycle Time
Setup A Process A Setup B Process B Interval reduction
4 hours .009B hours 4 hours .009B hours
We will discuss Cycle Time Interval (CTI), Workstation

Turnover Time (WTT) and Batch Sizing in later Modules

Lean Six Sigma

Fundamental Skills &
Knowledge
Basic Mapping
Process Step Value Add Analysis
LSS e-Learning
Process Step Simplification

 To identify practical improvements in a process is the
practise of taking the time to ask the right questions in a
team environment and analyse the answers.
 The questioning sequence:

I. The Purpose
II. The Place
III. The Sequence
IV. The Person CVA BNVA NVA
V. The Means

The Sequence
The questioning sequence used follows a well-established
pattern which examines:
I. The Purpose for which the activities are undertaken,
II. The Place at which the activities are undertaken,
III. The Sequence in which the activities are undertaken,
IV. The Person by whom the activities are undertaken, and
V. The Means by which the activities are undertaken with a view to:
 Eliminating,
 Combining,
 Rearranging, and/or
 Simplifying.
Value Analysis
 The Questions:
I. The Purpose IV. The Person
 What is done?  Who does it?
 Why is it done?  Why does that person do it?
 What else might be done? (in order to know if steps can be
 What should be done? combined or re-sequenced)
II. The Place  Who else might do it?
 Where is it done?  Who should do it?
 Why is it done there? V. The Means
 Where else might ids be done?  How is it done?
 Where should it be done?  Why is it done that way?
III. The Sequence (in order to simplify operation)
 When is it done?  How else might it be done?
 Why is it done then?  Hoe should it be done?
 When might it be done?
 When should it be done?

Identify Areas of Waste: All Waste Is an Item

for Removal from the Cost of the Company
 Review the Seven Sources of Waste
1. Transportation (moving material/product from one place to another)
2. Inventory (material/product/information waiting to be processed)
3. Motion (excess movement and/or poor ergonomics)
4. Waiting (delays caused by shortages, approvals, downtime)
5. Over production (producing more than is needed)
6. Over processing (adding more value than the customer is paying for)
7. Defects/Rework (doing the same job/task more than once)
 Remembered using the acronym T.I.M.W.O.O.D.
 Another kind of waste is: People (untapped and/or misused resources)
 Brainstorm improvement ideas focused on reducing waste to meet the

strategic goals of the business
 Without sacrificing other areas!
NVA
Add Process and Lead Time Data

to a VSM
 Draw a timeline under the process boxes and inventory to add process
lead time and processing time along the critical path.
 If possible, separate Processing Time into Customer Value Add time

versus Business Non-Value Add and Non-Value Add time
 Sample Process and Value Add Time Data:
Total Process Time - includes CVA,

BVA and all NVA Time on Top
8 hours 10 min 16 hours 5 min 16 hours 5 min 1 day 40 hours Process Lead Time = 80.33 hours
5 min 2 min 3 min Value Add Time = 9 min
Customer Value Add (CVA)

Processing Time on Bottom

Verify the Current State Map

 Perform Peer Review with non-team members who know
the process
 Review process both internally and “at its edges” (the

interfaces and/or boundaries).
 Revisit the line/process to verify current state.
 Ensure that all rework loops are captured.
Apply Lean Principles

1. Synchronize Production with Customer Demand
(Produce to the Takt time)
2. Identify and Get Rid of Non-Value Added Activities
3. Develop Continuous Flow Wherever Possible
4. Use “Supermarkets” and WIP Caps to Control Production Where

Continuous Flow Is Not Possible
5. Manage Only One Process (the Time Trap operation)
6. Level the Production Mix and Volume
7. Reduce Changeover Times, Downtime, Defects
8. Reduce Batch Sizes

Mapping Analysis Checked Against the

Strategic Goals of the Business
 When improving a value stream, consider the strategic goals of the business to
help identify improvement focus areas:
 Reduce Working Capital
 Inventory (raw material, work in process, finished goods)
 Accounts Receivables
 Capital outlays
 Floor space
 Increase Capacity
 Reduce Cost
 Manufacturing Overhead
 Direct Labor
 Indirect Labor
 Selling, General, and Administrative
 Improve Flexibility
 Reduce Lead Time
 Improve Quality/Yield
 Improve Customer Satisfaction
 Other?
Key Learning
 An basic introduction to Process and Value Stream Mapping
 Valued for describing the current situation and establishing

requirements
 Identifying the Value categories uncovers opportunities for

continuous improvement actions
 Process and Value Stream Maps are the single MOST important
deliverable for the Measure Phase.
 It is important to match the tool used (the type of Map) to the

need – there may even be multiple Map types used in one
project
 Mapping should capture flow of product/services as well as data

and information.

LSS eLearning
This Training Manual and all materials, procedures and systems herein contained or depicted (the
"Manual") are the sole and exclusive property of Kirtland Leadership Pty Ltd/ Lean Six Sigma
Australasia (“LSSA”).
The contents hereof contain proprietary trade secrets that remain the private and confidential property
of LSSA. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this
Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination
of any relationship or agreement giving user authorisation to possess or use such information or
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equitable, available to LSSA. This Manual may be altered, amended or supplemented by LSSA from
time to time. In the event of any inconsistency or conflict between a provision in this Manual and any
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conflicting or inconsistent provision(s) of this Manual in all properties subject to that law.
© 2012 by Kirtland Leadership Pty Ltd
All Rights Reserved.
“Lean Six Sigma Australasia” is a registered name of
Kirtland Leadership Pty Ltd
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Basic Mapping and Analysis

Lean Six Sigma

91558NSW Graduate Certificate in Lean Six Sigma

DMAIC Funnel Concept

“Sustain the gains”

Lean Six Sigma DMAIC Milestone Map

Define Measure Analyse Improve Control

91558NSW Graduate Certificate in Lean Six Sigma

What is Value Stream Mapping?

 Map current state flow with

 Map future state flow with

91558NSW Graduate Certificate in Lean Six Sigma

Who Uses Process

Problem Definition and

The sponsoring organization must ultimately define the

91558NSW Graduate Certificate in Lean Six Sigma

Compare Process to Value Stream

What is a Process Flow Map?

(little y’s) (little x’s) Backing out to

91558NSW Graduate Certificate in Lean Six Sigma

What makes a Value Stream Map “Value”

as: material and information flow; operating S, Full depth

MRP MRP MRP

Work Orders, Daily Release, Paper

91558NSW Graduate Certificate in Lean Six Sigma

Highlight Organisational Hand-Offs

1 540 mins 5 2 PT 110 min/

Start 1. 6. 9. WIP 150

30 mins 30 mins 50 mins FTE 8

120 mins 5 420 mins 3 400 mins 2 PT 1300 min/

3. 7. 11. WIP 600

200 mins 450 mins 450 mins FTE 10

10 120 mins 10 2 70 mins 10 PT 32 min/

4. 8. 12. WIP 200

180 mins 5 PT 80 min/

High-Level and Low-Level Process Views

91558NSW Graduate Certificate in Lean Six Sigma

Data Analysis and

 Low-Level Value Stream Mapping Should Describe:

We will focus on basic Low-Level Value Stream Mapping

91558NSW Graduate Certificate in Lean Six Sigma

91558NSW Graduate Certificate in Lean Six Sigma

Second Law of Lean Six Sigma: The Law of Focus

Foundry Motor Pump Distribution

Fab Machine Paint Assembly Test

Potential problem Prep Install Install Press Grease

91558NSW Graduate Certificate in Lean Six Sigma

Top-Down Flow Chart

1. As you build the map identify the Hand-Offs.

91558NSW Graduate Certificate in Lean Six Sigma

Horizontal Scoping &

 If a product/process family is not readily apparent (such as in a job

91558NSW Graduate Certificate in Lean Six Sigma

Choose products A,B,&C if cost

91558NSW Graduate Certificate in Lean Six Sigma

Step 3: Determine Product/Process Family to Value Stream Map

Step 4: Draw the Process Flow Map

Step 5: Add the Material Flow

Step 7: Add Process Data Collection boxes

Step 8: Add Process and Lead Time data

Step 9: Verify Current State Map

Characterize the Inputs