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Value Stream Map

The document discusses value stream mapping which is a tool used to visualize workflow, information flow, and value. It provides steps for creating a current state map including making a high level flowchart, identifying customers and suppliers, describing requirements, and performing an observational walk. It also discusses creating a future state using lean principles and four rules for design.

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111 views4 pages

Value Stream Map

The document discusses value stream mapping which is a tool used to visualize workflow, information flow, and value. It provides steps for creating a current state map including making a high level flowchart, identifying customers and suppliers, describing requirements, and performing an observational walk. It also discusses creating a future state using lean principles and four rules for design.

Uploaded by

syedamiriqbal
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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Value Stream Map Examples

High Level Flow Chart Example

Value Stream Mapping


Aim: Create a picture of the system of processes from beginning to end. Improve the value Added process through step-by-step review and identification of connections, activities, information, and flow. What is a value-stream map? A hands-on tool to show workflow, information flow, and value using process cycle time and first time quality metrics of % complete and % accurate. Provides a system perspective to increase value and eliminate waste. COMPLETE THIS PROCESS WITH AN INTERDISCIPLINARY TEAM CLOSEST TO THE PROCESS

Interdisciplinary Team Members


1. 7. 2. 8. 3. 9. 4. 10. 5. 11. 6. 12. 1. Clarify process to improve We aim to improve the process of Beginning of process End of process Checklist: A. Clarify Aim B. Create High Level Flowchart of process C. Add information and data flows D. Identify customer and supplies hand-offs E. Perform observational walk
1. 2.

Note customer/supplier, Measure time of each step and total cycle time of process

F. Determine delivery and quality requirements G. Design LEAN/improved process

Deployment Flow Chart Example

Paper

LAB
CIS

CIS

CIS

Pa
CIS

2005, Trustees of Dartmouth College, Godfrey 3/18/05

LAB

2. Make a High level flowchart of the process. Include all steps required to deliver a service or product. Focus on the CURRENT process of how work is done. A second option is to create a deployment flowchart which clarifies roles and functions.
Symbol Key: Begin or End Process Activity step Decision points Waits and delays Process flow direction Unclear
Process Box Technology used Wait Time Verbal Information Flow Electronic Information Flow Material Movement

Rework

IN
In Box (Queue)

3. Identify and note customers and suppliers


connections for each step in diagram. What is the customers need? Who supplies what to whom? How does each customer make a request? How does each supplier respond? How does a supplier do his/her other work? What problems exist and what problems are solved? By whom, when, where, and how?

4. Describe delivery and quality requirements.


Determine key quality indicators.

5. Perform a value-stream waste observational walk


through the process steps: Follow movement of patient or product Note information flow (paper, verbal, electronic) Note inventory Identify how work is triggered in the value stream Identify how each step knows what to do next (sequencing) Calculate process time, wait time, and 1st time quality for process steps and the entire value-stream cycle (% complete, % accurate, # defect free) Current State Metrics Process Time (cycle time) Wait Time First Time Quality % Accurate % Complete # of Defects in Process Current Target

Create the Future State


A. Use Lean Principles and 4 Rules for Design to design an improved flow and process based on the waste you have identified.

Lean Principles
Do work on time Identify problems before its too late Eliminate waste Reduce reproduction Smooth workloads with standardized processes What are the customer requirements? Where and how will you trigger or sequence work? How will you make work flow smoothly? (Reduce interruptions due to handoffs, delays, queue or rework) How will work progress or delays and problems be evident? What will you measure? Who will measure?

B. C. D. E.

4 Rules for Design


1. 2. 3. 4.
2005, Trustees of Dartmouth College, Godfrey 9/18/05

All work must be highly specified as to content, sequence, timing, location and expected outcome Every customer-supplier connection must be highly specified, direct and there must be an unambiguous yes-or-no way to send requests and receive responses The pathway for every product and service must be predefined, highly specified, simple, and direct with no loops or forking Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, by those closest to the work towards the ideal state.

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