The process of drawing a value stream map can be done using a template, software, drawing or even on a whiteboard or piece of paper. Before creating your map, it will be helpful to think about and outline all the processes and stakeholders involved. From there, you can start to visualize how these process and stakeholders relate to each other. Popular flowchart software like Edraw and Lucidchart include them in their symbol libraries. There are several other symbols that can be used to represent different aspects of the process, and becoming familiar with them can help you create value maps more efficiently.
To better understand when and how to use value stream mapping, it may help to look at some case studies of real-world implementations. For example, a rope manufacturing company used value stream mapping to show the layout of its manufacturing floor. In another case , executives from an IT services company had never met each other in person until they performed a value stream mapping exercise.
The value stream mapping exercise brought them together and highlighted areas where formal collaboration processes would improve communication across the entire organization. Sometimes the answers that come from seeing your entire process visualized in a logical way can shine a light on inefficiencies and lead you to make major changes that improve efficiency or even shift perspectives on how your organization operates.
Ultimately, though, the most benefit from value stream mapping comes from focusing not just on process improvement, but on what the result means for the customer. Advanced Lean Six Sigma knowledge can also be a key asset for your career. LSS techniques have been utilized across industries and departments to unify organizations and drastically cut down on wasted time and resources.
Value-stream maps can be drawn for different points in time as a way to raise consciousness of opportunities for improvement see illustrations below. A futurestate map deploys the opportunities for improvement identified in the current-state map to achieve a higher level of performance at some future point.
In some cases, it may be appropriate to draw an ideal-state map showing the opportunities for improvement by employing all known lean methods including right-sized tools and value-stream compression. See: Information Flow ; Material Flow. Value-Stream Mapping A simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery.
This website uses cookies to improve your experience. We'll assume you're ok with this, but you can opt-out if you wish. Value stream mapping helps identify waste and streamline the production process. Value stream mapping can be applied to both the product and customer delivery flows. Product flow focuses on steps required to optimize product delivery and completion.
The customer flow focuses on the steps required to deliver on end user requests and expectations. The origins of value stream mapping are often attributed to Toyota Motor Corporation. However, this is a murky topic. Toyota may have adopted it from other origin sources or it may have grown organically from shared ideas in the lean manufacturing community.
Early versions of diagrams revealing the flow of materials and information can be found as early as in a book called Installing Efficiency Methods, by Charles E.
Value stream mapping can be wasteful in itself, if you are not careful. The domain determines the process items that flow through the value stream map. In a supply chain, value stream mapping can root out costly delays leading to a finished product. In manufacturing, value stream mapping helps identify waste by analyzing each step of material handling and information flow. The process items that flow through the value stream are materials.
In service industries, value stream mapping facilitates effective and timely services for external customers, whereas inside administration and offices, it facilitates services for internal customers. In healthcare, value stream mapping ensures that patients are effectively treated with high-quality care. The process items that flow through the value stream are customer needs.
Value stream mapping originated in the enterprise manufacturing industry. The company uses value stream mapping to outline the steps required to produce a new car. After reviewing car production steps, the company identifies a handoff stage in the development that appears wasteful. This handoff stage requires a forklift to move raw materials from one side of a warehouse to the production line. However, this move has safety risks and is time consuming.
From this insight the company decides to permanently move the raw material storage directly adjacent to the production line. This increases efficiency and potentially removes the requirement of the forklift altogether! Overproduction is a catalyst to many other forms of waste. When a manufactured product is overproduced it leads to further waste through unnecessary costs like extra storage, wasted raw materials, and capital frozen in useless inventory.
Inventory waste is the liability cost that comes with storing and preserving a surplus inventory. This waste includes waste of space for housing inventory, waste of rent for storage space, waste of transportation costs, waste caused from deterioration of housed products.
Motion waste is the cost of all the motion by person or machine that could be minimized. The previous example we demonstrated with the forklift and supply location is a great example of motion waste and optimization. Motion waste has many wasteful byproducts, including pollution, fuel waste from operating vehicles, maintenance repairs, and costs from equipment breaking down. Accidents do happen, and they can be expensive.
Defect waste management is the effort to identify and mitigate accidents and imperfections that lead to defective final products. Defects are costly as they need to be replaced, may have additional recycling costs, or may be a total loss of raw materials. Over-processing waste refers to any step of the manufacturing component that can be deemed unnecessary. Examples include adding features users did not ask for Or polishing areas of a product that may not be visible to a user.
Waiting waste is the cost of any step in the manufacturing processing that is slow and causes a delayed reaction to the final output. Waiting causes expenses in lighting, heating, cooling, and the risk of materials, or contracts expiring.
Transport waste is very similar to motion waste. Transport waste deals with external transport movement between multiple locations or third-party partnerships where motion deals with internal movement in the same location. Software development entails shipping ideas into tangible user experiences that provide value to the customer. The software development value stream mapping flow stages are primarily concerned with cross-team communication.
The user requests a feature, product teams design functionality, engineers receive the design and build the software, and the software is shipped to the end user.
Value stream management for software can be used to identify points of waste between these stages. The following is a list of seven types of waste found in software development or other creative work. This occurs when software is pushed out in an incomplete state. It may happen due to a lack of complete specification, or lack of automated test coverage. Partially completed work also causes a cascade of other waste since additional work is needed to push more updates and fill in the missing functionality.
Extra features are features directly not requested by users but cooked up internally on a hunch or speculation. Extra features may present themselves as well intentioned but often are a byproduct of a disconnect from actual customer needs. Relearning waste can also occur from lack of internal documentation. If a software failure or outage occurs it is a best practice to investigate and document why the outage happened and how it was remedied.
If a failure occurs again and it has not been documented, there will need to be another investigation and remediation. Relearning waste also occurs when a team or individual needs to overcome the learning curve of an unfamiliar technology.
Tech trends rapidly come and go. Flavor of the month frameworks and libraries get jumped on by junior developers pumped by market trends and hype. Even though an organization already knows how to build a certain feature they may have to relearn how to build it in new framework. Handoff waste occurs when project owners change when roles change or there is employee turnover.
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