Value Stream Map Training

Welcome
Value Stream Mapping

Session Goals
• Provide an overview of Value Stream

Mapping
• Demonstrate Value Stream Mapping as
a tool to support Lean implementation.
• Provide an overview of Lean Principles.
Introduction
Name
Current Position
VSM Experience (if any)
What are the concepts of Lean?
• The elements for Operating People
a Lean Facility Involvement
Continuous
Improvement Standardization
• Principles and Elements are
Interdependent
• Develops lean thinking

leaders to deliver lean
business results
Short
Lead Time Built-In-
Quality
Standardization
✦ Definition: Standardization is a dynamic process by which we set
standards of terminology, principles, methods, and processes within our
organization.
✦ Purpose: The purpose of standardization is to stabilize, so as to achieve
a base from which to grow and improve.
o u s World
n t inu ent Class
Standardization Elements Co ovem
✦ r
Imp
➨ Management by Takt Time
Change
➨ Workplace Organization
➨ Standardized Work
➨ Visual Management
Standardization
Built In Quality
✦ Definition: The methods by which quality is built into the process, in
a way that defects are prevented, detected, and countermeasures
are implemented to prevent recurrence.
✦ Purpose: To ensure that defects are not passed to the customer.
The Built-In-Quality Motto

✦ Built-In Quality Elements
Satisfy your
➨ Product Quality Standards Customer. . .
Accept
➨ Manufacturing Process Validation Do not Build a Defect!
➨ In-Process Control & Verification Ship
➨ Quality Feedback/Feedforward
➨ Quality System Management Solve problems through teamwork!
Short Lead Time
✦ Definition: The movement of product or material in the right quantity, at the
right time, to the right location, with the right equipment, at the lowest possible
cost for both the supplier and the customer.
✦ Purpose: To achieve customer enthusiasm by delivering the customer
his/her product more quickly, while maintaining good quality. Ultimately, our
Company benefits through cost reduction and increased customer loyalty.
 
short lead-time
long lead-time
✦ Short Lead Time Elements
➨ Temporary Material Storage

➨ Small Lot Packaging
➨ Internal Pull/Delivery
➨ Fixed Period Ordering System
➨ Controlled External Transportation
➨ Level Vehicle Order Schedules
➨ Simple Process Flow ➨ Supply Chain Management
➨ Scheduled Shipping/Receiving
Continuous Improvement
✦ Definition: A process based on standardization, whereby results are
achieved, through a series of small improvements.
✦ Purpose: To always advance ahead towards an ever more challenging
target and make progress in Safety, People Involvement, Quality,
Responsiveness, and Cost through the elimination of waste.
✦ Continuous Improvement The Continuous Improvement Cycle

Elements Improvement
➨ Andon Concept Standardization

Standardization
➨ Business Plan Deployment
➨ Total Maintenance System
✦The diagram above shows how each time an
➨ Lean Design of Facilities, improvement is implemented, it creates temporary
Equipment, Tooling and Layout instability. There will be a short period of instability
➨ Continuous Improvement Process until new standards are set, and applied. Only once
the situation is truly stable can new improvements
➨ Early Mfg. Design Integration be implemented.
(DFM/DFA)
➨ Problem Solving
How Do We Expand VSM
Throughout the Enterprise?
• All the Principles and Elements apply, however,
there is one big difference
• In the factory, the process itself is very visible
making it easy to see, study and improve
• The processes in HR, Engineering, Purchasing,
etc... are not as visible
• What we need is a tool that will help make the
process more visible
Value Stream Mapping
• A tool originally used by the Toyota

Production System experts to study
processes
• Developed and refined by John Shook and
Mike Rother in Learning to See
• Used in manufacturing, engineering and
administrative offices by lean experts to
improve business processes
What is a Value Stream?
A value stream involves all

the steps, both value added
and non value added,
required to complete a
product or service from
beginning to end
How Does Value Stream Mapping Fit
With the Lean Journey
• VSM is a tool used
to support the
implementation of
lean strategies.
What Makes Value Stream Mapping
Unique?
• Visualizes the Process Flow from a systems
perspective
• Focuses on the customer and the customer’s
requirements
• Includes information flow and product movement
• Summarizes the timeline as it relates to delivery to the
customer
• Documents performance characteristics of both the
Value Stream and the individual process steps
Value Stream Map Elements
XYZ Org
Customer Orders
Supplier Orders
Internal
Scheduling
Supplier
Customer
Delivery
Freq.
Delivery
Freq.
Process 1 I Process 2 I
I
Inventory Process Time Process Time
Wait Time Wait Time
Material
FTQ Movement FTQ Lead Time
via PUSH
Value Stream Maps
Enable a System View
• Starts with a Focus on the Customer
• Links process steps and information flow
• Reveals problems with flow
• Documents performance of the process
– Customer Expectations
– Process metrics
– Visibility of progress and quality
• Reveals waste
• Establishes a common language
• Provides a blueprint for improvement
• Gets People involved in creating the future
VSM Analysis – Data Attributes
• Lead time =
– Processing time + Wait Time / Delays
• Typical batch size
• First-Time Quality
– Reliability (e.g. system or equipment uptime)
• Rework / revisions
– % Complete and Accurate Inputs (% C&A)
– Design Changes
– Errors
• Number of people involved
– % utilization of people
VSM Case Study
Using the Value Stream Mapping Tool
Scoping the Determine the Value
Value Stream Stream to be improved
Understanding how things

Current state currently operate. This is
drawing
the foundation for the
future state.
Future state Designing a lean flow through
drawing
the enterprise.
Planning and The goal of mapping!

Implementation
Jack’s Taxes
Jack is a CPA and maintains a practice in personal, self-employed and small business
income tax preparation. Jack would like to take on more corporate clients because of
the higher margins. However, during the tax season, self-employed returns require
long hours because of the frequent waits, delays and errors. If Jack can improve the
process for self-employed clients, he could take on more work during that time of year.
Generally, the sequence of events begins for each client sometime late January with
Jack’s assistant, John, sending a reminder to submit their records as soon as
possible. Then, sometime before the first of April, the client must bring in all
necessary forms and receipts. Regular clients drop off or send their box of receipts
and tax forms from various income sources. Jack sorts the receipts and documents,
finding that most of the time, there is something missing. His next step is to prepare
worksheets for the client in the Tax Software (TS) system. Once Jack starts filling out
the worksheets, he frequently needs to confirm deductions such as what expenses
qualify as business-related and details regarding retirement or insurance deductions.
Once Jack has completed the worksheet, his assistant John actually prints and
collates the IRS forms. For self-employed clients, John waits until Thursday when he
prints all returns that have accumulated during the week from the TS system. Of
course, Jack must review and sign each return. Finally, John completes the process
by packaging and mailing the IRS forms with the necessary attachments to each
client.
Tax Season: 8 weeks
40 self-employed clients
Data Set
Send Reminder: John Print and Collate IRS tax forms: John
P/T = 10 min Technology used: Tax Software (TS)
FTQ = 100% P/T = 15 min
W/T = 1 – 5 days in inbox before form prep
Sort receipts & documents: Jack (3 day average)
P/T = 30 min FTQ = 98%
W/T = 1 week in inbox before sorting
FTQ = 10% Review and sign forms: Jack
P/T = 15 min
Prepare Worksheet: Jack W/T = 3 days in inbox before signing
Technology used: Tax Software (TS) FTQ = 100%
P/T = 60 min
W/T = 3 weeks in the inbox waiting to Mail forms to client: John
prepare worksheet P/T = 10 min
W/T = 1 week due to interruptions W/T = 1 day accumulation before collation
FTQ = 95% and mailing
FTQ = 100%
Confirm deductions: Jack
P/T = 10 min
W/T = 1 week due to phone tag
FTQ = 50%
Measurable Metrics & Performance
Metric Current From Current Target from Actual
SPQRC Estimate State Map Future State (post
Map implementation)
Process 12 hours
Time (720 Min.)
Lead
Time 6 – 8 weeks
First
Time 100%
Quality
Other(s)
Typical Steps for Current State Mapping
• Document customer information & need
• Identify main processes (in order)
• Select data attributes (Q,R,C - minimum)
• Perform value stream walk and fill in data boxes (how the
process really works)
• Establish how each process knows what to process next
(how work is prioritized) and document information flow
• Calculate process time, wait time, lead time, first time
quality, and any other metrics necessary to evaluate your
Value Stream
Icons
Process Box
Customer
MRP
MRP IN
In Box
Technology Used Wait-Time
(Queue)
P/T Electronic Information Flow

W/T Conversation Information Flow
FTQ
Worker Reminder post-card
Data Box Weekly
Schedule Movement of “physical” property
Withdrawal (Pull) Supermarket Iterations

Movement by Push
Kaizen Leveling, Mix First-In

Changeover Lightning XOXO
Burst
and/or
Volume
FIF First-Out
Flow
O
Draw the Current State
Jack’s Taxes - Current State
Client
Suppliers 40 clients Customer
Start with
Then
Customer
Suppliers
Client
40 clients
Send Sort Prepare

Process
Confirm Print & Review & Mail
receipts &
Steps?
reminder worksheet deductions Collate sign forms forms
documents
TS TS forms
Client
40 clients
Ta
x for
a rd m
t-c ts s st
os en nt o
cli
rp e en
um
ts
de um tb
en
in c c
Do
deductions
do y4
m
m
Re /10
cu
t s& ng
do
si
Clarify
eip is
ing
c
Re of
m
is s
ot
ify M Process Data,
N
Send Sort
Information
Prepare Confirm
Flow,
Print & Review & Mail
reminder
IN
receipts &
documents IN
TS
and ProcessINFlow
worksheet deductions Collate
TS forms
IN sign forms
IN forms
1 week 3 3 days 3 days 1 day

weeks
John Jack Jack Jack John Jack John
P/T 10 min P/T 30 min P/T 60 min P/T 10 min P/T 15 min P/T 15 min P/T 10 min
W/T --- W/T --- W/T 1 week W/T 1 week W/T --- W/T --- W/T ---
FTQ 100% FTQ 10% FTQ 95% FTQ 50% FTQ 98% FTQ 100% FTQ 100%
Client
40 clients
Ta
x for
a rd m
t-c ts s st
os en nt o
cli
rp e en
um
ts
de um tb
en
in c c
Do
deductions
do y4
m
m
Re /10
cu
t s& ng
do
eip si
Clarify
is
ing
c
Re of
m
ify is s Total Leadtime
M
ot
N
Send
reminder
IN
Sort
receipts &
documents IN
Prepare
worksheet
and FTQ Confirm
deductions
IN
Print &
Collate
IN
Review &
sign forms
IN
Mail
forms
TS TS forms
weeks
P/T
John
10 min P/T
Jack
30 min P/T 60 min
Jack
P/T
Jack
10 min Total John
P/T 15 min of P/T Jack
P/T 15 min
John
P/T 10 min
W/T --- W/T
FTQ
--- W/T 1 week
FTQ 95%
W/T 1 week
=Total
140
W/T ---
minutes
of W/T W/T --- W/T ---
FTQ 100% 10% FTQ
Total Lead
50% FTQ 98%
Time 100%
FTQ FTQ 100%
=Product
7wks, 2days of FTQ
P/T 10 30 60 10= 7 wks, 2
15 days, and15 10 140 min
min min min min ---- = 4.7%
min min 1 day min
W/T
FTQ
-----
100
1 week ----
10 %
3 weeks
X
1 week
95 % X
1
50 % X
140
week 3 days
min.
98 %
3
days
X
----
100 X
----
100
7 wks, 2 days
4.7 %
% % %
7 wks, 2
Total Lead Time:
days, 140
min
Map implementation)
Process
Time 720 Min. 140 Min.
Lead 7 Weeks, 2
Time 6 – 8 weeks
Days, 140 Min
First
Time 100% 4.7%
Quality
Other(s)
Client
40 clients
Ta
d x fo
st-car nts nt
s rm
s to
r po me um
e clie
nde cu ts
ns
c nt b
mi Do do en y4
Re
deductio
& g m /10
pts sin cu
Clarify
c ei is do
m ng
Re f
si
tif yo is
M
No
Send Sort Prepare Confirm Print & Review & Mail
reminder receipts & worksheet deductions Collate sign forms forms
documents
IN TS IN TS forms IN IN
IN
weeks
P/T 10 30 60 10 15 15 10 140 min

W/T min 1 week min min
3 weeks 1 week min
1 week 3 days min 3 min 1 day min 7 wks, 2 days
days
FTQ 100 10 % 95 % 50 % 98 % 100 100 4.7 %
% % %
7 wks, 2
Total Lead Time:
days, 140
min
Waste
The elements of production that add
no value to the product:
waste only adds cost & time
Points to Remember About Waste:

• It is important to consider waste in the
context of the value that the process
provides to the customer
• Waste is really a symptom of
problems in the system. It shows
where the problems are
• We need to find and address the
causes of waste to improve the
performance of the system
Waste in a Value Stream
• Muri – Waste of unreasonableness or

overburden to a person or a machine
• Mura – Waste of inconsistency; Waste of
unevenness
• Muda – The seven forms of waste
(COMMWIP)
Shift Mindset Unevenness
Producing
CURRENT Processing
Sending reports
excessive
back
Keeping that are
written
forms
multiple for REQUIRED
not used,
THINKING communication
incomplete producing
Delaysorin reports
togetting
determine
inaccurate data THINKING
copies of reports
before
issues they areattention
needed
requiring needed
information,
(mental processing) End of month deadline
approvals, or Processing Correction
decisions causing overtime; all
P
projects scheduled Cndin 1QOver
with none in 2
Inventory Production
I FORMS O
WASTE W
OF
WASTE
M
Searching for misplaced
Waiting M Motion
items
Employee assigned
Material two
jobs due to understaffing
Movement
Filing documents that will Unreasonable

-ness
never be used again
WASTE NOT DEFINED WASTE IS "TANGIBLE"

REACT TO LARGE EXAMPLES IDENTIFY MANY SMALL OPPORTUNITIES
REACTIVE IMPROVEMENT LEADS TO LARGE OVERALL CHANGE
CONTINUOUS IMPROVEMENT
Waste Exercise
Participants identify waste on

current state maps.
Client
40 clients
O Ta
x for
ard m
t-c s s st
os nt nt o
er
p
m
e e
C cli
en
ts
m
ind cu cu tb
en
Do
C
deductions
do y4
m
m
Re /10
cu
t s& ng
do
eip si
Clarify
C Re
c
W o fm
is iss
ing
W C
ify
M
MM o t
N
Send Sort Prepare Confirm Print & Review & Mail
P I P I P I I I
IN documents IN IN IN IN
TS TS forms
weeks
P/T 10 30 60 10 15 15 10 140 min

W/T min
----- 1 week min 3 weeks min
1 week min
days
FTQ 100 10 % 95 % 50 % 98 % 100 100 4.7 %
% % %
7 wks, 2
Total Lead Time:
days, 140
Lean Principle: Built-In-Quality
People
Involvement
Continuous
Short
Lead Time Built-In-Quality
Understanding Customer Requirements
Right Right Time!

Product
Right Price!!
Built-In-Quality
• Product Quality Standards

• In-Process Control & Verification
• Quality Feedback/Feed Forward
Product Quality Standards
• Focus On The Customer

– J.D. Power
• Quality Standards must be easily
understood by the Team members
• Quality Standards must be Clear
and Unambiguous
In Process Control & Verification
Quality Feedback / Feed Forward
Ability to signal for help when Sensing

Abnormalities
– Quality Must Be Assured In The
Process
– Error Proofing
– In-Process Verification
– Feedback / Feed Forward
Lean Principle:
People
Involvement
Continuous
Short
Andon
ENABLERS 1 2 3 4 5 6
PROCESS NO.
3
Motion
Correction
Waiting
O.D. Reference 4
BENEFITS
Andon
ENABLERS PROCESS NO.

1 2 3 54 5 6 3
Motion
Correction
Waiting
O.D. Reference 4
BENEFITS
• Implement corrective
action
• Quality in station
• Inspection and Feedback
• Open Communication
• Teamwork
• Improved Productivity
Andon
ENABLERS 1 2
4
3 4 5 6
PROCESS NO.
•Team System 3
•Team Leader Ratio Motion

•Clear Standards Correction
•Problem Solving Process Waiting
•Employee Training
•Standardized Work
•Mutual Trust/Respect
•Process Capability
O.D. Reference 4
BENEFITS
• Implement corrective
action
• Quality in station
• Inspection and Feedback
• Open Communication
• Teamwork
• Improved Productivity
Lean Principle: Short Lead Time
People
Involvement
Continuous
Short
Lean Principle: Short Lead Time
(Just-in-Time Elements)
• Simple Process Flow

(Single Part Flow, Quick Set Up)
• Small Lot Packaging
• Level Order Schedules
• Pull Systems
Flow
All process steps

occur in tight
sequence
(continuous flow),
with little or no
waiting?
Pull
Each process step

occurs only at the
command of the
downstream step in
response to the pull of
the internal customer.
O SCHEDULE ONLY 1 POINT
WHERE YOU CAN, PULL WHERE YOU CAN’T
Schedule
Schedule
Supermarket
CONTINUOUS FLOW PROCESSING
Batch & Push Processing
21 minutes for first piece
Continuous Flow “make one, move

one”
3 Minutes for
first
12 piece for total
Minutes
order
One Piece Flow - Order entry - Before
Batch
Open Orders Calculate Batch
Mail
Total
Stack and
Hold Enter
Acknowledge
Batch
Orders
File
Batch
One Piece Flow - Order Entry – After
Enter
One
Open One Order
Envelope
File
Order
Acknowledge
One Order
Leveling - Heijunka
• Uneven customer demand

creates a challenge
• Variation & fluctuation in
volume (spiky customer
demand) can lead to waste
• In a multi-product
environment, demand
leveling (heijunka) absorbs
fluctuation & variation
No Good
Production Schedule Leveling
Monday…….400 A
Tuesday……100 A, 300 B
Wednesday..200 B, 200 C
Thursday…. .400 C
Friday……….200 C, 200 A
Better: Every Part Every Day
Daily:
140 A, 100 B, 160 C
Even Better: Every Part Every Ship Window
Monday
50 B, 70 A, 80 C 50 B, 70 A, 80 C
Why have small lots and leveling?
• Small Lot Strategy

– Shortens Cycle Time (The amount of time it
takes to complete the task)
– Reduces Excess Inventory
– Improves Responsiveness
• Production Leveling
– Minimizes Stocks of Finished Products
– Reduces Fluctuations in Flow
– Balances Workload
Lean Principle:
People Involvement
People
Involvement
Continuous
Short
Multifunctional Workers
• Minimal (or no) Job
Description Silos
• Rotate Jobs
• Perform Several Tasks
• Balance the Workload
• Standard Work
Lean Principle: Standardization
People
Involvement
Continuous
Short
Standardized Work
• The best combination of

people, equipment and material
to meet customer demand.
• An agreed upon set of work
procedures to establish the
best sequence for each
process.
• Start at a baseline and
If there is no standard,
continuously improve there is no improvement
Standardized Work
Standardized work is used when there is a
definable, repeatable process.
Production Materials Office
Everyone can perform standardized work

Standardized work yields:
• Shorter lead time
• Reduced work-in-process
• Reduced wait time
• More flexibility, less waste
• Ability to identify and fix
problems
• Reduced handling
• Better response to
customer demand
• Balanced workload
TAKT TIME – Component of Standardized Work
Synchronizes Pace of Production
to Match Pace of Demand
Rate for producing a product,

and its components, based on rate of
delivery.
Available Time
Takt Time =
Customer Requirement / Demand
Lean Principle:
People
Involvement
Continuous
Short
• Everything Can Be
Improved. Problems Are
Opportunities. “No Problem”
is a Problem.
• Worker’s Ideas Are a Source
of Improvement The Continuous Improvement Cycle
– Continuous Improvement Improvement
(Kaizen) Teams Improvement Standardization
– Problem Solving Standardization
– Job Rotation
Standardization
– Total Productive Maint.

– Suggestion Program
• Steps to Improvement
– Improve, Standardize,
Stabilize and Repeat.
• Standardized Work contributes to continuous

improvement by:
– Documenting the current best practice that provides

a base from which to improve
– Creating the stability necessary to make changes
– Providing the tools to make waste highly visible

Lean Principle: Standardization
People
Involvement
Continuous
Short
Workplace Management
Grasp the
Situation
• Workplace Organization
- 5S Process
• Standardized Work
• Visual Management
Workplace Management
Repeat
Add Value-
added Work;
Standardize
Grasp
Current Continuous Improvement
Situation to Eliminate
Waste
Visual Management
Where you have problem points in the flow…
Process Process Process Process

Step 1 Step 2 Step 3 Step 4
Set up checks for Quality, Timing, Output

Make Progress and Problems Visible
E-Toyota
Application of Heijunka Box
Takt Time Bar Chart
30
25
20
(Sec) 15
10
0
Stamping Body Paint Trim Shipping
Departments
Future State Questions
Relating to Improving Delivery and Flow
• What are the customer requirements?

• Where and how will you trigger and sequence work?
• How will you make work flow smoothly?
• How will you establish rhythm to pace the work and
surface problems?
• How will you make the progress and delays of the work
visible?
• What process improvements are necessary to achieve
your Value Stream vision?
Future State Mapping

Current State currently operate. This is
drawing the foundation for the
future state.
Future State
Designing a lean flow through
drawing
the application of Lean
principles

Implementation
Future State Questions
Relating to Improving Delivery and Flow
• What are the customer requirements?

• Where and how will you trigger and sequence work?
• How will you make work flow smoothly?
• How will you establish rhythm to pace the work and
surface problems?
• How will you make the progress and delays of the work
visible?
• What process improvements are necessary to achieve
your Value Stream vision?
• Customer requirements?
• Work flow smoothly?
• Trigger & sequence work?
• Rhythm (leveling)?
r Jack’s Taxes - Current State • Progress & delays visible?

• Process improvements?
t o me
s e
Cu entiv
Inc Client Takt Time = Available time / Customer Requirements
n
Fi rdio
o = 40 days / 40 Clients = 1 per day
le 40 clients
c
Ac
Ta
d x fo
st-car nts nt
s rm
s to
r po me um
e clie
nde cu ts
ns
c nt b
mi Do do en y4
Re
deductio
& g m /10
pts sin cu
Clarify
c ei is do Stand.
m g
Re f
si
n
tif yo is
Work
M
No
FIFO
Send Sort XOXO Prepare Confirm Print & Review & Mail
documents
IN
1 week 3
COMBINE PROCESSES
3 days 3 days 1 day
weeks
John Jack Jack John Jack John Jack John
P/T 10 30 60 10 15 15 10 140 min

3 weeks 1 week min
days
FTQ 100 10 % 95 % 50 % 98 % 100 100 4.7 %
% % %
Total Lead Time: 7 wks, 2
days, 140
min
r Jack’s Taxes - Current State • Progress & delays visible?

• Process improvements?
t o me
s e
Cu entiv
n
Fi rdio
le 40 clients
c
Ac
Ta
d x fo
st-car nts nt
s rm
s to
r po me um
e clie
nde cu ts
ns
c nt b
mi Do do en y4
Re
deductio
& g m /10
pts sin cu
Clarify
c ei is do Stand.
m g
Re f
si
n
tif yo is
Work
M
No
FIFO
documents
IN
1 week 3
COMBINE PROCESSES
3 days 3 days 1 day
weeks
P/T 10 30 60 10 15 15 10 140 min

3 weeks 1 week min
days
FTQ 100 10 % 95 % 50 % 98 % 100 100 4.7 %
% % %
days, 140
min

• Progress & delays visible?
r • Process improvements?
t o me
s e
Cu entiv
n
Fi rdio
le 40 clients
c
Ac
Ta
d x fo
st-car nts nt
s rm
s to
r po me um
e clie
nde cu ts
ns
c nt b
mi Do do en y4
Re
deductio
& g m /10
pts sin cu
Clarify
c ei is do Stand.
m g
Re f
si
n
tif yo is
Work
M
No
FIFO
documents
IN
1 week 3
COMBINE PROCESSES
3 days 3 days 1 day
weeks
Data entry
W/T --- W/T
Worksheet--- W/T 1 week W/T 1 week W/T --- W/T --- W/T ---
training
Reduce process time
to 75 min
P/T 10 30 60 Standardize
10 Work 15 15 10 140 min
3 Individual
weeks 1 week min
FTQ 100 10 % 1040, 1040EZ
95 % 50 % 98 %
days
100 100 4.7 %
% training % %
days, 140
min
Customer Requirements: Takt Time = Available time / Customer Requirements
•Tax Forms completed accurately Jack’s Taxes
•Finished before filling time Future State = 40 days / 40 Clients = 1 per day
•Lowest possible cost
Client
F ile 40 clients
on fo
rdi rm
st
co ile
Ac F 1 per day o
cli
t& ion en
lis d Over 8 weeks t
e ck c or
Ch Ac
te
ple
m
Co max 1 day max 1 day
Send XOXO Data entry FIFO Check & Mail forms

+
Reminder print sign forms
IN
IN FS forms
John John Jack John
P/T 10 min P/T 75 min P/T 15 min P/T 10 min
W/T W/T W/T 1 day W/T 1 day
FTQ 100% FTQ 98% FTQ 100% FTQ 100%
P/T 10 75 15 10 100 min

min min min min
W/T 2 days
1 day 1 day
FTQ 100 98 % 100 100 98 %
% % % 2 days,
100
min
Map implementation)
Process
Time 720 Min. 140 Min. 100 Min.
Lead 7 Weeks, 2 2 Days,

Time 6 – 8 weeks
Days, 140 Min 100 Min.
First
Time 100% 4.7% 98%
Quality
Other(s)
Summary of Results – Potential Impact
• Reduced PT 40 mins (29%) – Jack could add 11 additional self employed
clients without adding work hours! Increased revenue, no more time.
• FTQ increased 20 fold (4.7% to 98%). Improved area of greatest
opportunity.
• Turn around time is now well within customer expectations (from 7 weeks
and 2 days down to 2 days). Able to respond to customer needs faster.
• Moved 70 mins of Jack’s “high priced time” over to John. Jack can now
concentrate on more complicated returns or on obtaining more higher
revenue generating corporate clients.
• Reduced personal overtime – Jack does not stay late signing returns
anymore.
• This new Future State now becomes the next Current State (continuous
improvement). Next Jack could investigate further leveling the work he
receives in, filing electronically, …
Implementation Planning

Current State currently operate. This is
drawing the foundation for the
future state.
Future State Designing a lean flow through
drawing
the application of Lean
principles

Implementation
Current Future
Changes
State State
The specific changes

(Kaizen Bursts) needed to
move from CS to FS are
your Objectives
The Methods / Action Steps

are how you will get there
Business Plan Deployment
(BPD) is the Standard
Process that enables the
total organization to set
targets, integrate plans,
and remain focused to
achieve company-wide
goals and manage change
BPD Elements
s
Concrete
w
GOALS
e
vi
Co
Re
or
t
di
en
n
st
Specific OBJECTIVES
at
si
io
n
n
Co
d
an
Clear & Measurable TARGETS

ar
ul
g
Re
A METHOD to reach the targets / GAP CLOSURE PLAN and Strategies
Common Measurements
Business Plan Deployment
Is a PDCA Cycle
4 Act (Standardized & Countermeasures) 1 Plan
Problem Description
Plant Master Plan
Tasks
Why? Direct Cause

Why? Cause
Why? Cause
Why? Cause
Why?
Root
Act Plan
Cause
2
3 Check Do (Communicate & Implement)
Check Do
Annual
A Business
c Plan
ti
2
o
n
Scorecard
Leadership’s Role
Plan
Act TEACH! Do
Check
Wrap-Up
Wrap-up
• What did you learn today?

• Did the program meet your
expectations?
• How can we improve this learning
event?

Value Stream Map Training

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Welcome

Value Stream Mapping

• Provide an overview of Value Stream

• Develops lean thinking

The Built-In-Quality Motto

➨ Temporary Material Storage

✦ Continuous Improvement The Continuous Improvement Cycle

➨ Andon Concept Standardization

• A tool originally used by the Toyota

A value stream involves all

Understanding how things

Planning and The goal of mapping!

P/T Electronic Information Flow

Withdrawal (Pull) Supermarket Iterations

Kaizen Leveling, Mix First-In

Send Sort Prepare

1 week 3 3 days 3 days 1 day

P/T 10 30 60 10 15 15 10 140 min

Points to Remember About Waste:

• Muri – Waste of unreasonableness or

Filing documents that will Unreasonable

WASTE NOT DEFINED WASTE IS "TANGIBLE"

Participants identify waste on

P/T 10 30 60 10 15 15 10 140 min

Right Right Time!

• Product Quality Standards

• Focus On The Customer

Ability to signal for help when Sensing

ENABLERS PROCESS NO.

•Team Leader Ratio Motion

• Simple Process Flow

All process steps

Each process step

21 minutes for first piece

Continuous Flow “make one, move

• Uneven customer demand

• Small Lot Strategy

• Perform Several Tasks

• Balance the Workload

• The best combination of

Everyone can perform standardized work

Rate for producing a product,

– Total Productive Maint.

• Standardized Work contributes to continuous

– Documenting the current best practice that provides

– Creating the stability necessary to make changes

– Providing the tools to make waste highly visible

Where you have problem points in the flow…

Process Process Process Process

Set up checks for Quality, Timing, Output

• What are the customer requirements?

Understanding how things

Planning and The goal of mapping!

• What are the customer requirements?

r Jack’s Taxes - Current State • Progress & delays visible?

P/T 10 30 60 10 15 15 10 140 min

r Jack’s Taxes - Current State • Progress & delays visible?

P/T 10 30 60 10 15 15 10 140 min

Jack’s Taxes - Current State

Send XOXO Data entry FIFO Check & Mail forms

P/T 10 75 15 10 100 min

Lead 7 Weeks, 2 2 Days,

Understanding how things

Planning and The goal of mapping!