The Secrets to Creating an Effective Value Stream Map
Presented by
For Internal Use Only 2
Jeff HajekGotta Go Lean
Tim McMahonA Lean Journey
Introduction
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Product/Service
“Family”
plan and
implementation
current state
drawing
future state
drawing
Define a value stream
All actions (both value added and non value added) required to
bring a specific product or service from raw material through to the
customer.
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Based on Customer Requirements
• You must understand what
the customer values.
• “Value” is what the customer
is paying for.
• Use that as your starting
point.
• Align your business to your
customer’s demands.
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_(Workshop_Cologne_%2706).jpeg
Capture The Process As It Is
• Be sure you map the process
as it happens now, not the
way it used to work—or how
you wish it worked!
• Go to the source to collect
actual information.
• Don’t ignore opportunities
for improvement but don’t
jump ahead either.
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_geograph.org.uk_-_1547827.jpg
Assign A Value Stream Map Manager
• Assign a value stream map
manager to lead the mapping
effort.
• Input from team members and
stakeholders is important, but
appoint (or elect) one team
member to own the entire value
stream map.
• This ensures that the manager
understands the material and
information flows.
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een_River_aerial.jpg
Walk The Process
• Make sure your map reflects
the reality of the process—
verifying this by following
the process from start to
finish can reveal crucial
details you might have
missed.
• The process isn’t always
how we perceive it.
• Walk the process with an eye
for improvement.
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mmons/c/c6/Mag_glass_request.jpg
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lax_Bourton_footprints.jpg
One Small Step At A Time
• Focus on one small step at a
time.
• Make sure you capture each
step accurately.
• For example, don’t trust the
clock on the wall to measure
cycle times—use a stopwatch.
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videSapienza_pen%26paper.jpg
Identify Critical Paths And Bottlenecks
• What prevents flow along the
value stream?
• Your map may reveal a number
of potential areas for
improvement.
• Which ones will make the
biggest difference in meeting
customer requirements?
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Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:Wooden_hourglass_2.jpg
Create A Future State Map
• Your current-state map
suggests where to focus
your efforts.
• Based on that you can draft
a map that shows how
value will flow through an
improved process.
• Design for flow of material
and information.
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Limit The Improvement Plan
• Limit the improvement plan to
achieve the future state to a
one-page document, if possible.
• List the actions that need to
happen to improve the process.
• Use simple, clearly-defined
steps.
• A3 format can be helpful.
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A free copy of this A3 template is available at
http://www.velaction.com/a3-template/
Focus On Individual Areas
• To implement the improvement
plan quickly, focus on
individual areas.
• Take a step-by-step approach
to putting your plan in action.
• Update your future state map
as you implement each step.
• Then repeat.
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Image courtesy of www.Velaction.com
Conclusion
1. Define a value stream.
2. Base the value stream map process on customer requirements.
3. Capture the process as it operates now, not how it’s supposed to
operate.
4. Assign a value stream map manager to lead the mapping effort.
5. Walk through the process to ensure that the flow of materials and
information is accurate.
6. Focus on one small step at a time.
7. Identify critical paths and bottlenecks.
8. Create a future state map from the current state map.
9. Limit the improvement plan to achieve the future state to a one-page
document, if possible.
10. To implement the improvement plan quickly, focus on individual
areas.
14For Internal Use Only
Follow-up Information
www.facebook.com/ALeanJourney
@TimALeanJourney
A Lean Journey LinkedIn
Group
• http://www.GottaGoLean.com
• Many new videos posted at
http://www.youtube.com/user/
VelactionVideos
http://www.ALeanJourney.com
Questions
Jeff Hajek
www.GottaGoLean.com
1.800.670.5805
Tim McMahon
http://linkedin.com/in/timothyfmcmahon
860-HOW-LEAN (469-5326)
www.ALeanJourney.com
Copyright Terms
• You may modify this presentation for use within your
own organization.
• You may distribute this presentation within your own
organization.
• You may not distribute this presentation, its derivative
works, or images contained within it outside of your own
organization.
For Internal Use Only