Value Stream Mapping for

Essilor Labs
A Continuing Education Seminar for
Lean Six Sigma Green Belts

Developed and presented by:

The OTG Operations Excellence Department

07/19/2010

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 Seminar Administration

1. Please set your cell phones to silent or vibrate

2. No email or texting during the seminar
3. Ask questions at any time
• We may take some questions off line if they require in-
depth coverage
4. Participate – add your experience to the Webinar

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 Value Stream Mapping
for Essilor Labs.

During this seminar we will:

– Review value streams and value stream mapping
• Definition, purpose and value
• Process
• Methods
– Perform Mapping applications
• Identify current state value flow
• Set vision of future state

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 What is a Value Stream?
InformationStream
Information Stream C
U
V
S
A
T L
Office
Office Surfacing
Surfacing Coating
Coating Finishing
Finishing Shipping
Shipping O U
M E
E
R
MaterialFlow
Material Flow

• The Value Stream: All the actions (both value added and
non value added) currently required to bring a product
through the main production flows to reach the customer.
Learning to See: Roth & Shook

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 What is a Value Stream Map?

The value stream map is a symbolic diagram of the

entire value stream. It helps you understand which
activities occur, when they occur in relation to each
other and the supporting information flow.

OR…

A picture of the path a lens takes through the lab, from

data entry to shipping, with an informational drawing of
each step (or stop) it takes and how long each step
takes.

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 Why Value Stream Mapping?

Value Stream Mapping: W.I.I.F.M. (What’s In It For Me?)

- Helps us see the entire flow and identify the sources of waste at
detailed levels.
- Clearly exposes “Lost Time”
- Provides a common picture and language, flow issues are
apparent.
- Individual Maps provide visibility to product families.
- Supports Metrics-based decision making
- - What is your action plan to improve the process?

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Value Stream Map vs. Process Flow Diagrams
They are not the same thing!

• A Value Stream Map encompasses the entire production stream from

receiving a customer order, through production, to customer delivery.

• A Process Flow Diagram is a

breakdown of a single process
within a Value Stream Map.

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 Maps are based on product families
Define the Product Family:
Value stream maps are based on Product Families. Product families are products (jobs
in the lab) that have similar down-stream processes, equipment routing, pacing, etc.

Airplane Factory Product Families

Work Work Work Work Work Final

Products Station 1 Station 2 Station 3 Station 4 Station B Inspection Mail Room

Model A X X X X X X
F
Model B X X X X X X X
a
m
i
l
i
e
s

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 Mapping Process
Current State

1. Define the product family

2. Define the exact process to be mapped
3. Create a team to map the entire process
4. Do a detailed walk-through and capture:
• Accurate cycle times, use a stop watch
• WIP (in process inventory)
• Up time (on-demand machine time)
• The number of operators
• Available time (minus breaks)
• Scrap rate
• EPE (production sequence time)
5. Draw the map by hand using symbols the team understands

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 Value Stream Map Icons

Process A
I
=3 DC
5 Trays
Material
C/T = 65s Material External source
Inventory Super market flow
U/T = 100%
Push
Shifts = 2 Observed
A/T=25,200s

Process/information
Block Manual Electronic
C/T=Cycle Time Information Information
U/T=Up Time Max # Trays
A/T=Available Time
First In First Out

=N Improvement Action
N Operators (an action plan)

Lead Time 1050s 255s LT total=1420s

10s 90s NVA = 1305
15s
VA VA total= 115s
Observed Process Time Line

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 More Value Stream Map Icons

“Go-see”
scheduling Load leveling
Withdrawal Truck Shipment
Kanban

1050s 255s Wait Total = 1305s

10s 90s 15s Process Total= 115s
Flow Total = 1420s
Observed Process Time Line Flow Efficiency = 8%

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 VSM – other examples
Cell data

Example:
This Generating process step (cell) has 3
generators and one operator.
Each generator output varies depending on job, the
average per generator is about 20 JPH
Observed cell throughput as measured at the output
of the cell is 60 jobs per hour
Generating Then, cycle time for this process box is 1 job per
minute
=1

C/T = 60s
U/T = 100% Note that the observed throughput for the cell is
Shifts =
A/T= dependant on the number of machines, number of
Scrap = operators, and work sequence. Throughput data
is based on observations and not on calculations
or expectations.

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 VSM – other examples
VSM – Levels of detail

SURFACING

=4
High Level – All of the process
Cycle time (C/T)

Uptime (U/T) =
SURFACING in one process data
Shifts =
box
Available time (A/T)
=

If a detailed process-level map is

needed, draw one box for every
sub process step. OR

BLOCKING GENERATING FINING POLISHING

=1 =1 =1 =1

Cycle time (C/T) Cycle time (C/T) Cycle time (C/T) Cycle time (C/T)

Uptime (U/T) = Uptime (U/T) = Uptime (U/T) = Uptime (U/T) =

Shifts = Shifts = Shifts = Shifts =

Available time (A/T) Available time (A/T) Available time (A/T) Available time (A/T)
= = = =

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 Add the Time Line
Wait Time 1050s 255s Total = 1305s
Process Time 10s 90s Total = 115s
15s
Flow Time=1420s
Observed Process Time Line

• Process time is usually the Cycle Times for all of the

operations in the process.
• Wait (Inventory) time is the time it takes to work through
the queues of stock throughout the Value Stream.
•Inventory time = amount on hand X next process
Cycle Time (C/T)

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 Current State Map
Example

Orders on
Supplier Vision Web
Optifacts

CS DE ECP

M-F @
8 AM
M-F @
Information 4 PM
Flow

Surfacing Spin Coating

=4 =2
I C/T = 25 sec I C/T = 95 sec
U/T = 100% Material U/T = 100%
Inventory Shifts = 2 Movement 10 Shifts = 2
Trays 4% Scrap
count = 100 2% Scrap via PUSH
Process
Process Information
Information Block
Block
Wait Time 2500s 950s
Wait Time = 3450s
25s 95s Process time = 120s
Process Time Flow Total = 3570s
Observed Process Time Line
Flow Efficiency = 3%
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 Participant Exercise
Complete the process information block for each process and draw the VSM time line for the
production stream below with the following assumptions:
a. One shift is 8 hours.
b. Process 1 is out of service for maintenance 30 minutes each shift.
c. Process 2 is out of service for maintenance 5 minutes each hour.
d. Every process is out of service for 30 minutes for operator breaks each shift.

Process 1 Process 2 Process 3

Start =3 =5 =7 End
I-A I-B
I-C
C/T =20s C/T =64s C/T = 38s
5 Trays U/T = % 17 Trays U/T =100%
U/T = % 145
Shifts = 2 Shifts = 2 Shifts = 1
A/T= Trays
A/T= A/T=

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 Participant Exercise
Complete the process information block for each process and draw the VSM time line for the
production stream below with the following assumptions:
a. One shift is 8 hours.
b. Process 1 is out of service for maintenance 30 minutes each shift.
c. Process 2 is out of service for maintenance 5 minutes each hour.
d. Every process is out of service for 30 minutes for operator breaks each shift.

Process 1 Process 2 Process 3

Start =3 =5 =7 End
I-A I-B
I-C
C/T =20s C/T =64s C/T = 38s
5 Trays U/T = % 17 Trays U/T =100%
U/T = % 100
Shifts = 2 Shifts = 2 Shifts = 1
A/T= Trays
A/T= A/T=

100s 1088s 3800s

Wait time Total Wait = 4988s

Process time Total Process = 122s

20s 64s 38s
Process 1: U/T = 93.3% A/T = 54,000s Flow time = 5110s
Process 2: U/T = 91% _ A/T = 54,000s
Process 3: U/T = 100% A/T = 27,000s Efficiency = 2%

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 IDENTIFY OPPORTUNITIES
Current State Map

• The Current State Map shows what is happening “right now.”

• It identifies waste and slow-down points.
• It helps visualize how operations can be balanced to “flow”
production.
• It lets you see where “pull” systems make sense.
• It shows how the improvements impact the Value Stream

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 VSM Examples

• The following example maps are varied from high

level to detailed, primarily for a lab production
environment without AR coating in-lab
• Though some are “power point” for this document,
the originals were developed manually in a quick
fashion

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 VSM - Current-state
Order
WOS
WOS – Green
– Green Bay
Bay Value Stream Map
Routing
“AS IS” System
Current state VSM
9/20/2006
09/20/06
Customer
Customer
Service

I
Lens and Frame
Vendor, Coating I 5
80
Orders
Outsource
600
Orders C/T ?

U/T

Shifts 1

A/T 27,000s
FTC

I
100
Orders
1

C/T 15s

U/T

Tray Up Order Entry Shifts 1

Trace Post Edit
Lens Stock Surfacing I Finishing Shipping
A/T 27,000s
40
Orders

Coating
I I I I
2 3 1 6 9 1
35 15 30
C/T 10s C/T 90s C/T 15s C/T 1200s C/T 120s 10 C/T 60s
Orders Orders Orders
I Orders
U/T U/T U/T U/T U/T U/T
80
Shifts 1 Shifts 1 Shifts 1 Shifts 1 1.5 Shifts 1 Shifts 1

A/T 27,000s A/T 27,000s A/T 27,000s A/T 27,000s

Orders
C/T
60s A/T 27,000s A/T 27,000s
Time line example
I Oven 3 hrs
SC
C/T only
720s
TD2
Out of Stock 60
Shifts 1
Orders
A/T 27,000s
6

Wait Time 3150s 255s 7200s 4800s 600s Wait time: 13,905s

10s 90s 15s 1200s 120s 60s

Process Time Processing time:1,530s

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 VSM - Current-state

Current State Value Stream Map TCO Minneapolis

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22
 Creating the Future State Map
The future state map shows where you want to go. Use the
following key questions to determine your changes.

• What is the Takt time?

• Where can you use continuous flow processing?
• Where can can you use supermarkets and/or kanban systems?
• Is there a pacemaker in the production chain and how will you schedule
it?
• How will you level load the production mix when necessary?
• What incremental quantity of work will be released to, and removed
from the flow?
• What process improvements are needed in order to achieve the vision?

Note: The Future State map will go through a number of revisions as more waste is
removed and opportunities are identified.

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 Identifying Opportunities
• Once the Future State Map is complete, return to the Current
State Map. Target opportunities for improvement on the Current
State Map by inserting “Improvement Bursts”

Poor Yield
Changeover Kanban
WIP

• Take action to implement the identified improvement

opportunities through utilizing Projects and/or Kaizen events.
Immediately start making the changes needed so as to achieve
the envisioned Future State.

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 Future State - Finishing cell design,
implementation plan
WOS
9-24-2006 Get cells Shipping
Create uncut
located
cell
together 520 JPD,
takt time 52 s
(0.9 min)
Create card
pull system

Inspection
Final
Hand
Uncuts Edger Stone Mounting
Lens Stock
220 JPD, Takt Time 123 s (2 min)
FTC

Inspection
Outsourced

Edger

Final
PU

) Industrial
(10
SH

O 90 JPD, Takt Time 300 s (5 min)

FIF
Thickness
Unscrew

Hand
Surfacing Edger Stone Mounting

FIFO (10)

Inspection
Retime work

Edger

Final
time cells.
Block Beveled
Blocking 120 JPD, Takt time 225 s (3.8 min)
Create 300 JPD, Takt Time,
FIF
Coating supermarket O
(10
)
divided by Create
cell FIFO Hand
Edger Stone Mounting
system

Inspection
Edger

Final
TAKT
# of Jobs Work time Take TT min
time TT min
Industrial 90 27000 300 5.0
Glass 10 27000 2700 45.0 Drilled Groove
80 JPD, Takt time 338 (5.6 min)
Drilled,Groove 80 27000 338 5.6
Beveled 120 27000 225 3.8
Uncut 220 27000 123 2.0
Shipping 520 27000 52 0.9

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 Value Stream Closing Points
 Always map with a team. Rarely, does one person have all
process knowledge.
 Interrogate the process by watching in many different
conditions or speaking to many different people.
 You must watch the process as it happens to see the detail
you need.
 Don’t let space be an issue. Use Post-its, as the process
steps and post on a wall to get your initial ideas across.
 Maintain your process maps and date and update them as
necessary. Use them as a improvement visual tool.

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 Value Stream Mapping
Questions and Discussion

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