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1、,Value Stream Mapping,Lean Six SigmaDMAIC Improvement Process Road Map,Learning Objectives,Develop skill with value stream maps to analyze the process in detail from the process participants and the customers viewpointsLearn value stream mapping as a critical skill to eliminating waste in the existi
2、ng processLearn the features of different approaches to value stream mapping to enhance team learningLearn how to develop a detailed,data rich Value Stream Map Learn about some helpful mapping hints and how to use the mapsPrepare for Complexity Value Stream mapping,Whats in It for Me?,Value Stream M
3、apping is a visual tool to help understand the current value stream.It allows people to easily understand where waste exists in the process.It gives the improvement team a basis for prioritizing improvement efforts.It gives the team a visual tool for representing their improvement ideas,so they are
4、better able to communicate with people inside and outside the organization.,Value Stream Mapping,Data is collected on the flow of a single family of productsCurrent state VSM shows the flow with value add and non value add costs/activitiesWaste analysis is performed on the current state to define th
5、e future stateFuture state VSM shows flow with non value add costs removed,The Importance of Value Stream Mapping,Understand strategic business objectivesCreate High-Level Value Stream MapInclude High-Level Business processes and High-Level MetricsCollect additional metrics if warrantedAnalyze gaps
6、to business strategy and voice of customerDecide on areas of focusCreate project chartersStrategically assign projectsAccurately and Precisely DEFINE the ProblemMEASURE the problem with Process and Value Stream MappingANALYZE the problem and focus on root causesIdentify and prioritize IMPROVE tools
7、and implementCONTROL the solution and sustain the results!,Value Stream Mapping is the one of the most effective methodologies and communication tools in our Lean toolbox!,Completed by the Management Team and Business Leaders to help identify opportunity areas and projects.,Completed by the team dur
8、ing the DMAIC project.,Who Uses Process and Value Stream Maps?,Value Stream Maps are used at the business(strategic)level for opportunity and project identification by management teams.Maps at this level are owned by the business unit leaders.At the project(tactical)level,process and value stream ma
9、ps are used by improvement teams to identify and visualize the improvement opportunities,and as an effective communication mechanism to all levels of the company.Maps at this level are created and initially owned by improvement teams and transitioned to process owners during the DMAIC Control Phase.
10、,What Is a Process Map?,A graphical representation of a process flow identifying the steps of the process,and the xs and ys of the process stepsProvides ability to visualize the process,and helps identify opportunities for improvement.,Load Part,Clamp part,Start Cycle,Cutting,-S,N wrenches,-S,N Part
11、,-S,N Fixture holder,-S,N Clamps,-S,N Part,-S,N Fixture Holder,-S Pump control,(manual),-S Machine,controls,(semi),-S Start cycle,Botton,Monitor and,Adjust settings,Monitor for arcing,Problems,Backing Out To,Rear Limit,Unload Part,-S Full depth,-S Machine,-S,N Fixture,Holder,-S N wrench,-S,N Part,-C
12、,N Electrode(design),-C,N Insulator,-S,N Contact Points,-S,N Part,-C Voltage,-C Electrol Pressure,-C,N Electrolyte,-C E.Temp,-C Feed rate,-S Voltage gage,-S Presure gage,-S Vision,-S Amp Gage,-S Machine,Existence of Arcing,Fixture&electrode in,upright position,Completed Part,Empty Machine,Part Loade
13、d,Part Clamped,Cycle started,Cut Part,Used Electrolyte,Used ECM machine,Used Electrode,-,Process StepsOutputs(little ys)Inputs(little xs),What Is a“Value Stream Map?”,Think of a“Value Stream Map”as a data-rich process map:,A“Value Stream Map”extends the usefulness of process maps by adding more data
14、(beyond ys and xs),such as:material and information flow;operating parameters;process and lead times;etc.,Value Stream Mapping Example:Current State VSM,Creating Current State Value Stream Maps,Value Stream Mapping Steps,Step 1:Create a SIPOC ChartStep 2:Map the Current State with a“Top Down”Flow Ch
15、artStep 3:Determine Product/Process Family to Value Stream MapStep 4:Draw the Process Flow MapStep 5:Add the Material FlowStep 6:Add the Information FlowStep 7:Add Process Data Collection BoxesStep 8:Add Processing and Lead Time DataStep 9:Verify Current State Map,Step 1:The SIPOC Chart,The SIPOC Ch
16、art helps us to begin to bound the process we wish to map,Step 1:High-Level SIPOC Chart,Supplier Input Process Output Chart(SIPOC)Customers:Companies X,Y,&ZOutputs:Cost,Quality,On-Time DeliveryProcess:Produce Products 1,2,3,4&5Inputs:Raw MaterialSuppliers:Companies A,B&C,A high-level SIPOC chart hel
17、ps to identify the process output(s)and the customers of that output so that the Voice of the Customer can be captured,Step 1:The SIPOC Chart,(A)Determine the Customer(s)of the the process(B)Determine key output variables and then translate these into customer requirements(output specifications)and
18、identify related Key Process Output Variables(KPOVs)(C)Go Upsteam to the Process Steps(s)which most impact the OUTPUT and determine the Key Process Input Variables(KPIVs)(D)Identify the Suppliers to the process and the requirements(input specifications)required to support the process to meet the Cus
19、tomer requirements,SIPOC Tips,a.The start and end points(boundaries)of the process are essential to the SIPOC chart“without a beginning,there can be no end”.Creates focus for the SIPOC chartb.Every process has several different groups of Customers.Always start a process analysis by defining and list
20、ing the Customer Groups.(Note:May be internal or external Customers.)Prioritize the Customer Groups;pick the top 2.c.For each Customer Group,list the Customer Expectations.Prioritize the Expectations.The most important Expectations are designated Customer CTQs(Critical to Quality).In some situations
21、,there may also be CTDs(Critical to Delivery)and CTCs(Critical to Cost)identified.The CTQs,CTDs and CTCs constitute the Customer Requirements needed to complete the SIPOC.,SIPOC Tips,d.Research and determine the inputs into the process that affect the outputs use leading versus lagging measures when
22、ever possible:Leading Measures tell the need to adjust process before the fact.Evaluate inputs and adjust downstream process to reflect results of evaluation.Lagging Measures inform about process performance and the need for adjustment after the fact.Evaluate results of process step and feed informa
23、tion upstream.Example:the length,in inches,of columns of lost dogs in LA is a leading indicator of a major earthquake they feel the tremors that we dont feel that precede a major earthquakee.Not only should the SIPOC chart capture customer requirements,but also the key Business Requirements as well:
24、Reduced InventoryIncreased ThroughputLower Cost,SIPOC Example:Pizza Delivery,Boundaries Where does the process of buying a pizza start?When the customer calls the pizza shop.When does this process stop?When pizza is delivered.Customers Who are the customers?College kids,Suburban families,Sports Fans
25、,Singles.Outputs What does the customer want?A delivered pizza.What are the Requirements:to have hunger satisfied,hot pizza,lots of toppings,delivered on-time,order correct,good price.Output Specifications CTQs:Pizza must be 120 degrees+/-5 degreesOrder must have zero defectsPizza must weight 4.0 lb
26、s+/-1 lbsCTDs:Pizza must be delivered in 20 minutes+/-5 minutesDelivery person must be clean and courteousCTPs:Price must be less than$11 per large pizza with couponInputs Pizza ingredients,customer order,pizza shop with equipment and employees.What are the requirements:trained pizza maker,mapping s
27、oftware expertise for delivery personnel,service training for pizza shop employees,equipment that worksInput Specifications:Fresh produce and meats(less than one day,continuously refrigerated)99%pizza maker uptime,95%delivery vehicle uptimePassing grade on pizza maker,software,and customer service t
28、ests(80%)Supplier Food distributor,pizza equipment&vehicle distributors,employment agency,SIPOC Example:Marketing Resource Division,When a request is made by a market organization to change the way the market organization wants to be reported,then the indicative system that maintains the current rep
29、orting structure of that organization,needs to perform an extra ordinary manual effort,one code at the time,to convert these codes to the new reporting structure.The representative SIPOC Chart is:,Exercise:Step 1:Create a SIPOC Chart,B&D Industries ExerciseComplete a SIPOC Chart of B&D Industries,Ti
30、me:_ minutes,Value Stream Mapping Steps,Step 1:Create a SIPOC ChartStep 2:Map the Current State with a“Top Down”Flow ChartStep 3:Determine Product/Process Family to Value Stream MapStep 4:Draw the Process Flow MapStep 5:Add the Material FlowStep 6:Add the Information FlowStep 7:Add Process Data Coll
31、ection BoxesStep 8:Add Processing and Lead Time DataStep 9:Verify Current State Map,Step 2:Top Down Flow Chart(Vertical Scoping),A“Top Down Flow Chart”is meant to provide FOCUS by selectively expanding from the highest level down to the level where the root cause is located.Use the Start and Finish
32、points of the process from the SIPOC chart.Define 6 to 12 high level activities between the Start and Finish.Expand the SINGLE high level activity most likely to contain the root cause into 6 to 12 medium level activities.Expand again(and again!)until the level of the cause(s)of the problem is reach
33、ed.The purpose of the Top-Down Chart is to determine the correct level of the process to Value Stream Map it is a vertical look at the process.It is critical to our business to focus our improvement resources on the areas that are going to have the greatest return.,The Process,The Sub-Process,The Mi
34、cro-Process,Step 2:Generic Top-Down Flow Chart,Distribution,Pump,Motor,Foundry,Example:Step 2:Top-Down Flow Chart,Start,Stop,Fab,Machine,Paint,Assembly,Test,PrepHousing,InstallArmature,InstallShaft,PressBearings,GreaseFittings,Step 2:Top-Down Flow Chart Option:Swim Lane”Flow Chart,Use for large,comp
35、lex processes when:Multiple hand-offs between departments/functions are involved,including outside the company.Sequence and time of operations is important(as in lead time reduction).Can show information and product flows if needed.Uniquely adds the time horizon to the flow of information.The Swim L
36、ane Flow Chart is still a Top-Down Flow ChartIt is a vertical look at the process It should have 6-12 steps at each levelIt should expand again(and again)until the level of the cause of the problem is reached,Example:Step 2:“Swim Lane”Flow Chart,Start,Stop,Customer*,Engineering,Tooling,Production,Fi
37、eld Service,*Top lane is always the designated customer.,Value Stream Mapping Steps,Step 1:Create a SIPOC ChartStep 2:Map the Current State with a“Top Down”Flow ChartStep 3:Determine Product/Process Family to Value Stream MapStep 4:Draw the Process Flow MapStep 5:Add the Material FlowStep 6:Add the
38、Information FlowStep 7:Add Process Data Collection BoxesStep 8:Add Processing and Lead Time DataStep 9:Verify Current State Map,Step 3:Determine Product/Process Family(Horizontal Scoping),If there are many different products that flow through the process,it may be necessary to“scope”the focus of the
39、 map through a Product/Process family assessment this is a horizontal look at the process.Choose the product/process family that has the greatest impact on the Customer Outputs,and the Business Requirements.Choose a family with common flow.Choose a family with high volume and cost.Choose a family ba
40、sed on customer industry,or other product segmentation.Choose the family that is most impacting customer service.If a product/process family is not readily apparent(such as in a job shop environment),use a product/process matrix to identify a family.,Step 3:Product/Process Matrix,Products and Proces
41、s MatrixCreate a matrix of products and processes(equipment)through which they pass.Include demand and cost/price data based upon actual customer demand(extended cost=standard cost*annual demand).Reference routers if necessary but ensure they are verified and not assumed to be accurate.Group similar
42、 products together and choose the product group to value stream map based on 80/20 for extended cost“Biggest bang for the buck”.,Extended Cost,$40k$50k$30k$10k$10k$5k$15k,Step 3:Product/Process Families Should Flow From the Matrix,Another way to look at the Product/Process Matrix is through a Pareto
43、 Chart:,Value Stream Mapping Steps,Step 1:Create a SIPOC ChartStep 2:Map the Current State with a“Top Down”Flow ChartStep 3:Determine Product/Process Family to Value Stream MapStep 4:Draw the Process Flow MapStep 5:Add the Material FlowStep 6:Add the Information FlowStep 7:Add Process Data Collectio
44、n BoxesStep 8:Add Processing and Lead Time DataStep 9:Verify Current State Map,Step 4:Draw the Process Flow,Tips:Begin at the end of the process(shipping)and work upstreamDetermine where material and information is used along the processMap the entire process as a team to understand the entire flowD
45、raw maps by hand to get it done quickly,and make it easy to changeLessons Learned:Get alignment on start and end of value stream before beginning mapBe mindful of processes that are in parallel vs.seriesCapture all rework loops and inspection stations on the mapLimit the value stream to just one pro
46、duct family,Step 4:Sample Symbols for Process Flow,Tips:Draw the flow(at the level chosen)from customer back to supplierInclude all major steps,including inventory stocking points and inspection stationsYou should also add“high level”material and schedule needs,if anySymbols Used:,Process Box,I,Inve
47、ntory,Operator,Inspection Point,Generic Process Flow,Customers/Suppliers,Material To Customer,Truck Shipment,Step 4:Draw the Process Flow,Assy 1,Assy 1,Assy 1,Test,Insert Pin,Assem.Pistons,Assem.Covers,I,I,I,I,I,Raw Materials,MRP transaction,Receiving,Inspection,Receiving,UnpackBottles,Unpack,Bottle
48、Washer,Washer,Fill&Cap,Fill,Heat Shrink,Sealer,Labels onBottles,Labeler,PackProduct,Drop Pack,Labels on Package,Label,Tag&Crate,Pallet,Shrink Wrap&Load,Ship,888 Cases/Day,37 Cases/Hr,Bottle Kits16 days,I,Warehouse,I,I,I,I,Step 4:Example Process Flow Map,Liquid Pharmaceutical Example,Exercise:Step 4:
49、Draw the Process Flow,B&D Industries ExerciseDraw the Process Flow for B&D Industries use flip charts,post-it notes,and markers to make it visual,Time=minutes,Value Stream Mapping Steps,Step 1:Create a SIPOC ChartStep 2:Map the Current State with a“Top Down”Flow ChartStep 3:Determine Product/Process
50、 Family to Value Stream MapStep 4:Draw the Process Flow MapStep 5:Add the Material FlowStep 6:Add the Information FlowStep 7:Add Process Data Collection BoxesStep 8:Add Processing and Lead Time DataStep 9:Verify Current State Map,Step 5:Draw the Material Flow,Show the movement of all material used i
