Value-stream mapping is an essential initial step in any lean transformation because it leads to better overall flow in an entire process instead of isolated improvements to a single activity in a process. Mapping creates a visual blueprint for determining which other Lean tools would benefit the organization if applied. Mapping a process allows people to see beyond merely the symptoms of waste to the root causes of issues so they can make more significant and sustainable improvements. Every company that is committed to becoming lean will insist that its employees and its suppliers’ employees know this basic tool.
Value Stream Mapping Workshop
This 3 day workshop teaches participants the concepts of value stream mapping, walks them through creating a value stream map of a real case study, walks them through creating their own value stream map for a chosen process, and finally leaves them with the understanding to facilitate their own mapping events in the future.
The project will begin with a short review of lean manufacturing principles, and a class exercise to familiarize the team with Value Stream Mapping principles. This will provide an opportunity to discuss the need to look at manufacturing differently, and the importance of measuring and managing cost, service, and quality measures such as lead time, cycle times, defects, etc.
The team will then begin the value stream mapping of their company processes beginning with mapping the baseline, or “Current State” condition, which will include the production processes and information flow processes.
Day 2-3: Future State Value Stream Map Participants will continue by developing the “Future State” which will provide a clear team focus of how to support growth objectives by addressing current cost, service, and quality issues. The team will use contemporary lean manufacturing principles to develop a new vision for process, including scheduling techniques, visual manufacturing efforts, setup reduction efforts, and the necessary steps to achieve the Future State.
The team will estimate the impact of the new design on the measures collected in the Current State Map (cycle time, defect rate, etc.), in addition to the expected lead times of the new design. The Future State Map will be presented to senior management members by the team, along with a discussion of the necessary steps to achieve the predicted performance.
Day 3: Implementation Issues and Detailed Planning Once the Future State Map is complete, the team will be led through a discussion of implementation issues. Participants will walk through developing a detailed plan to achieve the improvements, prioritizing the activities to focus on those most visible to the customer. This plan will the working document for managing the implementation of actions required to reach the desire future state.