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Mapping the Value Stream
Mapping the Value Stream
Understand how to map the flow of materials and information through a process
Understand how to map the flow of materials and information through a process
Learn how to identify non-value-added activities
WHY
WHY
Value stream mapping is a critical component of the Lean methodology. It involves mapping out the flow of materials/information through a process in order to identify areas of waste and inefficiency. By understanding how the value stream operates, it becomes easier to identify opportunities for improvement and develop a more efficient process.
WHO
WHO
Understanding the value stream is important for anyone involved in the process of creating and delivering a product or service to the customer. Which includes everyone from the people who design the product or service to those who manufacture, deliver, and support it. By understanding the value stream, everyone involved can work together to identify and eliminate waste, improve quality and flow, and ultimately deliver more value to the customer.
WHAT
WHAT
To map the value stream, start by identifying the process that you want to improve. Then, begin to document the flow of materials and information through the process and can be done using a variety of tools, including flowcharts, swim lane diagrams, and process maps. As you map the process, be sure to identify each step in the process, as well as any delays, waiting times, or other forms of waste.
Once you have mapped the value stream, you can begin to identify non-value-added activities. These are activities that do not add value to the product or service from the customer's perspective. Common examples of non-value-added activities include overproduction, excess inventory, unnecessary motion or transportation, and waiting. By identifying and eliminating these activities, you can reduce waste and improve the efficiency of the process and may lead to improved quality, faster delivery times, and reduced costs.
A few powerful questions will help you map the value stream:
A few powerful questions will help you map the value stream:
Have we defined the criteria for success with the main stakeholders?
Have we identified who are the most important stakeholders within and outside the organization and understand their expectations for the success of the value stream?
Are we focusing on the most valuable items for the stakeholders?
Will the items in the value stream we are working on deliver value to the stakeholders or help us get feedback from them?
We will learn more about how to create meaningful business proposals that support the value stream.
Will the Value Stream bring more transparency and clarity to our process? (Transparency and common understanding are essential for improving our way of working)
Can people see what work is coming and how it is prioritized?
Do we have shared agreements on how we do our work?
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(White Paper) Value Stream Mapping: A Lean Tool
(White Paper) Value Stream Mapping Applied to DevSecOps
Demonstrate
Demonstrate
Determine the scope and purpose of the value stream mapping. Select a product or service family that is relevant to the customer and has a great opportunity for improvement.
Create a cross-functional team that involves representatives from all the processes in the value stream. Allocate roles and duties to each team member and ensure they have access to pertinent data and information.
Gather data and information on the current state of the value stream. Which should include process steps, cycle times, lead times, inventory levels, defect rates, customer demand, supplier performance, etc. Use direct observation, interviews, measurements, and documents as sources of data and information.
Draw the current state map using standard symbols and notation. Begin from the customer end and work backwards to the supplier end. Show the material flow, information flow, inventory levels, cycle times, lead times, etc. for each process step. Use data boxes to display essential metrics and performance indicators.
Analyze the current state map and find sources of waste, inefficiency, and variation. Use lean tools such as 5S, 5 Whys, Pareto analysis, etc. to assist with the analysis. Calculate the value-added time and non-value-added time for each process step and for the whole value stream. Calculate the value stream efficiency ratio by dividing the value-added time by the total lead time.
Imagine the future state of the value stream based on lean principles and best practices. Define the vision and goals for the future state and generate ideas for improvement. Some of the usual improvement strategies are: reducing batch sizes, implementing pull systems," creating continuous flow, applying cellular layout, eliminating defects, etc
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