How Do We Start To Improve
How Do We Start To Improve
These are commonly asked questions. Teams often argue about which area needs improvement first
when a large scope process is under consideration. Example: raw to finished good shipment, ad
campaign to customer purchase order.
We get our direction on which process to improve from Policy Deployment but how do we know what to
do exactly when looking at that large scope process. Value Stream Mapping (VSM) helps us answer this
question.
VSM is a tool that we used to get a high-level overview of the entire process or value stream.
Understanding where we have issues in the value stream and gaining consensus on priority is Current
State day 1. Defining concrete measures to eliminate these issues and draw an improved process as it
should run in future is day 2: Future State & Action Plan. The drawing or VSM schematic is a visual
representation of the material and information flows that help complete the product or service.
VSM helps us “see the whole” and avoid sub-optimization in one area with no benefit for the customer
of the process.
It is important that we define the right scope for the VSM. For Value Streams which may run a high
variety of work/products, it is important to look at the work and determine which varieties to leave out if
needed to optimize the design for majority and not the exception. During pre-work, we use a Part
Quantity, Process Routing (PQPR) to help make sure we follow the most impactful stream. This enables
us to “see” in graphic form the volume of workflow across key processes within the value stream. Some
minor processes or work exceptions can then be removed from consideration when building the current
state. In the charter we also define which participants are required, who will own the Value Stream in
future (this is usually the Team Leader), which leadership participation is required and when will the
VSM take place.
Create Current Sate Map:
Map the process and information flows that complete the product or service.
There are 5 elements which need to be collected to create a Current State VSM – customer data,
work/material flow, supplier data, process steps and a time line.
We walk the process from back to front at gemba, capturing the high-level process steps plus relevant
data and information flows required to complete the process and collecting inventory between process
steps. We turn all of this data and information into visual using standard icons. Walking the process
starting with end customer enables a direct line linking the customer expectation through to the
supplier. “Feeder” processes and rework loops are easier to flag when walking direct line back.
(Backward for major steps, inside process step do not go backward when detailing the step itself.)
This visual enables us to identify obstacles to flow, disconnects and re-work loops (First Pass Yield,
Rejects) in our process. It also provides us with data which allows us to make data based decisions on
where to focus our efforts to achieve the highest impact. (Sometimes the Value Stream does not have
“time” problem shown in timeline, but instead illustrates error and re-work problem.)
Incremental
White Paper
The data in our Current State Map allows us to identify where we have wastes in our process i.e. where
rework is necessary, where we batch. Where the steps are are duplicated? Where does flow stop. Where
do we have bottlenecks? We identify these wastes, suggest potentials countermeasures to these wastes
and prioritise them according to impact. Our Future State Map is basically a process map without the
wastes we identified in our Current State.
The Action Plan is a prioritized list of actions and/or kaizens that we need to implement in order to
achieve our Future State Map. The Value Stream Manager owns the Action Plan but each action or
kaizen has an owner and due date attached.
Prioritized sequence of kaizen events & projects
Actions,Owner,When,Impact
Do:
The implementation period is typically 3-6 months for larger focus factory scope VSM events. Regular
sustainability reviews should take place to make sure that the actions are carried out on time. The Value
Stream owner is responsible for ensuring this.
For this to happen, leadership support is imperative. Indeed, leadership participation is the VSM should
be the norm. It is a perfect opportunity to lead from the front, actively shaping the future processes and
driving their implementation.
• VSM pre-work
• Who owns the VSM ? Need a name. Owner of both AP and follow-up. If no owner, VSM
will never happen. Stress this in prep call. Owner and team leader must understand role
during event through sustainability
• Walk the value stream with the leader to determine which data needs to be collected in
advance? Who will collect ?
• Point out that VSM is high level. No changes implemented by end of event.
• What is PQPR
• Helps us select the most impactful process family to follow during VSM
VSM Principles
• Leadership Engagement
Discussion Topic