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[V41]Value Stream Mapping Training

by Franklin Lucer, Fra

Value stream mapping (VSM) was introduced at Toyota as a method for investigating production and design flows. The approach focused upon the manner in which materials and information flowed throughout a process to eventually yield value to an end customer. Its goal was to help managers identify and eliminate waste. In doing so, they could reduce the costs of production and lead times while improving customer satisfaction.

Originally, the methodology was used exclusively in lean manufacturing environments. Today, the discipline is implemented within organizations in a variety of industries. This article will assume the reader has a basic understanding of the system through which value stream mapping is implemented. Instead, we'll explore three potential hazards associated with its implementation.

#1 - Lack Of A Repeating System

VSM uses maps to follow resources through an iterative design. That is, there must be an identifiable process that repeats in order that the VS map can accurately determine controls. It is through that determination that sources of waste are isolated.

Many organizations apply VS mapping to business processes which fail to meet that standard. In some cases, the inputs vary along the way and as a result, identifying a repeating control is impossible. If a control cannot be identified, a Future State cannot be proposed with a reasonable level of expectation.

#2 - Following Human Inputs

One of the most common mistakes made when performing value stream mapping is that the observer will mistakenly follow human inputs rather than the control. For example, consider your local coffee shop and suppose the process under study is the creation of a latte. A customer enters the shop and orders the latte, thereby starting the observation. The study concludes once the latte is delivered to the customer. However, an observer may continue following the preparer as he or she cleans the espresso machine.

Doing so damages the accuracy of the VS map and therefore, prevents the proposal of an accurate Future State.

#3 - VS Mapping Without Observation

More than ever, companies maintain detailed records on computer regarding every process on which they rely. For example, a manufacturing plant might have records detailing the amount of time required to transport, package, or unpack items within a warehouse. The danger here is that the observer may be tempted to construct a VS map from these records rather than actually taking the time to observe the process. In many cases, the recorded details may fail to take every factor into account.

For example, a manufacturing plant might maintain that a warehouse employee can transport an item from the delivery section of the facility to the packaging area in 4 minutes. A VSM observer might rely upon that metric rather than visiting the warehouse to watch the transaction occur. In reality, due to phone calls and sporadic stops, the employee may actually require 17 minutes to transport the item. Unless observed, that waste would not be identified.

Accuracy Follows Proper Implementation

Value stream mapping is an effective methodology for uncovering waste in production and design flows. But, like other methodologies (i.e. Six Sigma, BPM, etc.), it must be implemented carefully. Controls must be properly identified and followed. Observers must be able to accurately determine when an observation ends (rather than continuing to follow human inputs). And of course, VS mapping requires actual observation of processes rather than a reliance on recorded "standards." If these rules are not followed, an accurate Future State map that addresses existing waste cannot be proposed.

Another problem that is even more unnerving is the inability of the implementation team members to understand the real essence of value stream analysis as the Black Belt might be trying to communicate to them. Black Belts, however, need not worry too much - because if they use the prescribed methods, they can easily eliminate all these problems.

Explained below are some of the options available to Black Belts, which can be used for overcoming these problems.

Getting the Analysis Right

The first thing that Black Belts need to do is ensure that the value stream analysis is done in the right manner. No doubt Black Belts have the requisite technical knowledge and know how to do their job, but since not all business processes are the same, they need to be extra cautious while carrying out the analysis. Mere technical knowledge is often not enough obviously because value stream analysis has a lot more to do with identifying and classifying the various sub-processes into specific groups based on their total contribution to the main process.

Another thing that makes value stream analysis a difficult task for Black Belts is the requirement that the identification and classification be done keeping in mind the future needs and requirements of the business and not just as a means to achieve the existing goals and objectives. This implies that the analysis is required to be carried out in a manner that would give top priority to processes that hold the most potential even if at present they may not be contributing much value to the main process.

Now, since it's quite obvious that mere technical knowledge can never do proper justice to all these factors, Black Belts need to use their visionary aptitude and their experience to get the analysis right. If they want, they can also seek inputs and suggestions from employees and senior management officials, especially while dealing with critical business processes that might directly affect production or delivery to the end-user.

Getting the Communications Right

After getting the analysis right, the next thing that Black Belts need to do is communicate the true essence of the analysis to all the stakeholders, especially the implementation team members who might be assisting them. This is essential because team members generally do not have as much technical knowledge and expertise as Black Belts and if the true essence of the analysis is not communicated to them in simple words, they would fail to understand the real purpose of the analysis.

As a result, it is highly unlikely that they would be able to do justice to their job, something that will eventually start affecting the implementations. Personal briefings, regular meetings and discussions, distribution or printed copies are some of the options Black Belts can use to get the communications right and consequently ensure the success of the Six Sigma implementation project.

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About Author

Both Franklin Lucer & Tony Jacowski are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.

Franklin Lucer has sinced written about articles on various topics from Home Management, Surveys and Writing. This information on six sigma and lean processes is provided by BMGI, a leading education and consulting firm in the field.. Franklin Lucer's top article generates over 8100 views. to your Favourites.

Tony Jacowski has sinced written about articles on various topics from University, Six Sigma and Information Technology. Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online and certification classes for lean six sigm. Tony Jacowski's top article generates over 90500 views. to your Favourites.