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Value Stream Mapping

Six Sigma – iSixSigma Forums Old Forums General Value Stream Mapping

Viewing 36 posts - 1 through 36 (of 36 total)
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  • #41045

    Gavin Douglas
    Participant

    My boss wants me to do a value stream map on a manufacturing process.  I’m not sure how to do an “official” one but I think I should do the following:
    1) Draw a flow chart of the various work stations on the plant floor showing the flow of the product.
    2) Include the the inbound material and shipping.
    3) Look at the cycle times for the operators and break it down into value and non value added elements.
    4) Sum up the time of the value added and non-value added elements and thats it.
     
    thats a simplified version but is that the basics?
     

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    #128323

    G
    Participant

    Not a bad high level view… keep in mind that a Value Stream Map is built from back to front…. start a the end of the process working you way back to the begining (It really helps you see the flow as it really is)… the other thing is that you should use actual times, not ‘should be times’. It’s important to actually walk the process with a pad, paper and stop watch (or hour glass depending on the speed of the process). A flow chart is usually constructed in a room on a whiteboard with postie-notes by those who know the process, and shows the ‘should be’ process rather than actual.
    A good first read would be “Learning to See”… if you haven’t read it.
     
     
     

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    #128324

    Gavin Douglas
    Participant

    ok then for an operator..what is value added and non-value added…me think:
    Non-value
    1) walking
    2) reaching
    3) adjusting
     

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    #128325

    Gavin Douglas
    Participant

    value added:
    1) part transformation (ie. welding, assembly, etc)
     
    what about material delivery?
    what about maintenance?
     
     
     

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    #128326

    T. Minor
    Member

    Gavin,
    Each of the items you have mentioned may be “Non-Value Added”.  But additionally, you might have other non-value adds for operators:
    1) Unscheduled maintenance (negatively impacts production — i.e. operators spending more time fixing old equipment vs operating the machinery to generate product)
    2) Poor product logistics (i.e waiting for parts to assemble)
    3) Poor product scheduling (i.e multiple tool change-outs and/or line changes)
    I hope this helps.

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    #128328

    Ben Royal
    Participant

    The Rother and Shook book Learning to See is an excellent introduction to value stream mapping that will also answer most of your questions.
    Web searchs will also turn up a lot of information also; look for the pdf format articles.
    Finally, log onto and join up with the Lean Enterprise Institute, Jim Womack’s website. You can join for free, and access lots of articles and even a forum much like this one. (No, I am not an employee.)
    Last of all, remember that the purpose of mapping is action, not to draw pretty maps.
    Good luck.
     

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    #128330

    TR
    Member

    To determine value added and non-value added, a good rule of thumb is to apply an invoice test.  What I means is, if the various actions needed to produce a finished good were itemized on an invoice, would the customer pay for it.
    Example:  If you are making bicycles and listed a price for welding the frame on an invoice the customer would accept that charge.  But, if you listed the act of moving the component parts from inventory warehouse to shop floor, the customer might ask why he had to pay for an action that adds no value to the item being purchased.

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    #128750

    marcel
    Participant

    Gavin,
     
    As some have suggested, you should immerse yourself in the book ‘learning to see’; as it’s what you don’t, readily, see that will hurt you…
     
    Good luck on your journey…

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    #128751

    thevillageidiot
    Member

    Dont do anything until you have eduacated yourself first….LEARNING TO SEE, CREATING FLOW, etc….are essential texts….The map does nothing if you can’t implement, and you can’t implement until you have an inkling of what you are trying to accomplish….go slow to go fast….do your homework and come back to the forum with specific questions….good luck.

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    #128758

    AK BB
    Participant

    Your value stream map needs to include customer requirements – how much, how often, shipped by what means – assuming 100% defect-free good. Start with what the customer demands and work back through the flow of the item(s) in the stream to include suppliers – what they supply, how often, how received. Your map should include communication flow – triggers for pieces of the process to occur. You need to have some basic, measured data for each step in the process: how many operators, number and length of shift, process time, process time for doing whatever the process step does, up time for instrumentation, change-over time, wait time, # of pieces of inventory waiting to have the process step happen, etc. Ranges are better than averages if there’s a lot of variation.
    I agree that reading Rother and Shooks “Learning to See” is a very good idea. The book will also give you some basic icons to use in the map process to standardize communication using this tool. This is very important, especially if you plan to use value stream mapping frequently in your workplace.
    Mapping is best done while you walk the process. Another option is to have a value stream workshop in which the people who do the job construct the value stream map (see comment about using standard icons), although you still need the actual data to include in the process step data boxes.
    Good luck
     

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    #128761

    Mike Carnell
    Participant

    Gavin,
    You might understand better what needs to be on the map if you ask your boss what they are trying to figure out.
    Trying to do an “official” anything is pretty much a waste of time. BTW there is no such thing as “official” otherwise someone would have quoted a spec and this ould have been a two post string. There are only opinions. Here is mine: put your map together and put the information on it that provides information about your issue. If you do anything different than that you will end of with a map that possibly has more NVA in its production than the product does.
    It is about result.
    Just my opinion.
    Good luck

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    #128767

    Ron Walker
    Member

    Mike, Gavin, if you need or want any upto date examples, please contact me by email.
    Ron Walker
    Six-Sigma Blackbelt Lean Tech,

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    #128769

    Mike Carnell
    Participant

    Ron,
    I am always willing to look at new stuff. Thanks.
    [email protected]
    Regards

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    #128801

    Rob Chung
    Member

    Ron,I’m always looking for ways to improve. If you don’t mind, I would be interested in viewing some of your examples. e: [email protected].

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    #128813

    Sinnicks
    Participant

    Ron,
    I would also appreciate looking at your examples.
    Thanks,   markhammond_americanlafrance.com

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    #128814

    HERO
    Participant

    I’m up for some improvements and wouldn’t mind looking at some examples
    [email protected]

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    #128817

    BobS
    Participant

    I would also appreciate a copy of your examples.  Please send to [email protected].  Thanks in advance.

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    #128870

    quality1
    Participant

    Hi all !
    I have some example, got from other forums, I can share. I’m intrested as well to see how other solve this issue, If you are interested plese send me an e-mail.
    György

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    #128871

    quality1
    Participant

    I tought that the adress will appear in post. Here you are:
    [email protected]
    Gyorgy

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    #128874

    Sandrine
    Member

    Recommended  process for VSM:
    *Form  a  Team
    *Educate (if  necessary)
    *Brainstorm an  initial  map
    *Decide the  scope
    *Agree upon the  symbols,icons and  data
    *Determine missing  information
    *Establish Takt Time
    *Calculate:CT,C/O,Uptime……Rework percentage,Queue time  between operations (establish  a data box)
    *Use  problem-solving tools to  uncover root causees of  wastes and  the  absence of  flow
    *Tell  your  boss to confirm management involvement and  commitment at  the  beginning and  during implementation
    *communicate using advertising rules
    *finally:start future state VSMs and  goal  setting  after current state VSMs are  complete
    Good  Luck
     

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    #128880

    Whoever
    Member

    Sandrine –
    You’re missing some important steps – walking and/or observing the process, and sitting downa s a team to draw out the map. 

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    #128882

    Anonymous
    Guest

    This is good advice! After my last experience I would advise using a video camera because some problems are so obvious that no one will believe you when you describe it. (Assuming you took immediate corrective action of course :-)

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    #128922

    Sandrine
    Member

    Most  items  are  included.Please  re-read  it carefully,thanks

     
     

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    #128933

    thevillageidiot
    Member

    Dude, read the books.  Do the homework.  Ask the questions.  This forum will not make you proficienct in this endeavor. 
    If your boss wants you to develop an actionable VSM and he/she hasn’t even bothered to address your training or lack there of, sharpen up your resume.

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    #128956

    Charles H
    Participant

    The core issue in this discussion, as I see it, is that the VSM tool has not been applied at the right place, by the right people – the management team.  Take a look at “Learning to See” and  “Value Stream Management” and they will make it very clear – VSM was not intended as a floor level tool.  Rather, it is a tool for the management team to use in seeing the “systems view.”.  Once this is done, a more detailed dive by process teams into the Value Stream, working the constraints, bottlenecks and variation issues is appropriate.
    Having the management team conduct the initial Current and Future State VSM does several things for you.  Chief among them is management’s education (in terms of the tools, the state of the organization and their interactions) and their buy in for the improvement process and projects / events.
    Just my two cents worth.
    Charles H.

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    #129079

    Dog Sxxt
    Participant

    Interested to see some real-life examples, can you send one to me at [email protected] ?

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    #129331

    chetan Y
    Participant

    Gyorgy,
    I always look forward to get into such examples/inf..
    pls forward stated example on [email protected]
    Thanks & Regards,
    Chetan

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    #129756

    melvin
    Participant

    Make sure you understand who your customers are and what they value.  This includes understanding the values of the person setting you on this task as well as the values of internal and external customers.  Unless you are looking with these as defined inputs, you can miss a lot when you walk the process.  Don’t assume you understand this without confirmation.
    Bob

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    #130534

    youstruckgold
    Member

    what is Takt?

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    #130537

    Sandrine
    Member

    Takt = Available Time / Customer Demand
    If  a  process is  running  faster  tahn  takt,then:Overproduction/Bigger  job queues & Customer lead  times  longer.
    **If  a  process  is  running  slower  than Takt,then:it  will  not  meet the   customer  demand.
    I hope  that  helps?
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
    ;Overproduction,Customer lead times are  becoming  longer

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    #130539

    youstruckgold
    Member

    Thankyou Sandrine

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    #130540

    Sandrine
    Member

    Welcome…..

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    #156072

    Clowers
    Participant

    I would like a copy of your examples send them to [email protected]
     
    Thank you,
    Kathy

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    #156073

    Clowers
    Participant

    Bob,
    I would like a copy of your examples as well. Send them to [email protected].
    Thank you,
    Kathy

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    #177447

    Bryan
    Participant

    Ron
    I’d also like to have some examples of VSM. .
    Bryan
    [email protected]

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    #186017

    Ang
    Participant

    I would also appreciate it if you could send me your examples. Thanks.
    Peter
    [email protected]

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