How do you use a value stream map to identify and eliminate waste in your process?

Ever wonder how to make your work smoother and faster? Well, one awesome tool is called a Value Stream Map (VSM). It's like a big picture of how you get things done. So, first things first, you draw out every step of what you do, from start to finish. Then, you look closely to see where things might be slowing down or not needed Once you spot the waste, it's time to fix it! You figure out which improvements will make the biggest difference and focus on those first. Whether it's saving time, using fewer resources, or making teamwork better, the VSM helps you decide what to do. But here's the cool part: it's not a one-time thing. You keep checking back on your map regularly to see if things are still running smoothly

En mi experiencia hay 2 herramientas muy útiles: SIPOC y Value stream map (VSM). En los VSM identifica la familia de producto con la mayor cantidad de pasos en el proceso, revisa los métricos como Lead time, Scrap, tiempos de ciclo, etc. Además en lo personal me gusta tomar en cuenta el Margen de contribución para poder calcular los ahorros a obtener.

Creating a high level SIPOC can effectively set boundary conditions for your VSM. It will provide a high-level overview of the process, define input and output requirements as well as identify key stakeholders.

Scope really matters... We have to understand if the map is to better understand the process, to solve a gap in performance, to potentially solve an unclear gap in performance, to get out of the weeds of the process and focus on what is happening to the widget, to set a future state (maybe towards OKRs), or any other reason. Scope tends to include 2 main things: what is included/excluded and what are my starting/stopping steps in the widgets lifecycle. We want to start and end with the Customer (always preferred), but sometimes we are trying to understand an internal cycle or value stream that is not all inclusive. I definitely agree with Dr. Remsen that a SIPOC is a great tool to use.

In my experience, employing a Value Stream Map (VSM) involves defining the scope and purpose of the analysis. Begin by clearly outlining the boundaries of the specific process or value stream to be examined, such as a product manufacturing or service delivery process. The primary purpose of the VSM is to identify and eliminate waste, encompassing various forms like overproduction, waiting time, and defects. Additionally, the map aids in improving overall flow, distinguishing between value-added and non-value-added activities, and enhancing communication among stakeholders. Data collection is crucial, incorporating metrics like cycle times and lead times.

I’ve found that process mining techniques can be very useful in collecting and reviewing comprehensive data for your VSM. By extracting information from event logs, they provide insights into actual performance, highlighting deviations and bottlenecks in the process flow, which is crucial for accurate mapping and subsequent improvement strategies. It can also help determine if you really need to do a traditional VSM or if the process mining mapping is sufficient to achieve your mapping goals.

Cuando se trata de recopilar los datos, para mi lo mejor es caminar el proceso del fin al principio platicando con los colaboradores.

I have found there there are usually 2 main places to capture Current State data. During scoping, it helps to define what data is currently available and how effective is that data. For processes where it will be difficult to get real time, genba data in the event, a data collection plan may be needed prior to kick-off. I've seen many VSMs that don't include basic data needed (Lead/Cycle/Touch Time, Rework/Quality Rate, Throughput). Other data may be meaningful, and that is often determined by the problem we are trying to solve. There are also many variables from seasonality, cadence, days of the week, shifts, etc. that can impact what is needed.

Let's take an example of a custom furniture manufacturing company. The current state reveals delays in design approvals, excess material inventory, and production inefficiencies. By distinguishing value-adding activities, the team streamlines design approvals, optimizes material inventory, and improves production flow. Implementing changes reduces lead times, lowers defect rates, and enhances overall efficiency. The value stream map becomes a visual guide for ongoing improvements, aligning the process with customer value and minimizing waste in furniture production.

When value stream mapping "office" processes, identify each manual touchpoint. Capture both the c/t for the touchpoint and l/t for the sub steps. As part of the analysis, I recommend direct observation of the touchpoint via a test data set. This will offer insights into scalability or breakpoints of the current state.

I still prefer sitting in a room with everyone with sticky notes and some Sharpies and good piece of butcher paper... But since many of us work in different locations, there are some good virtual collaboration tools like Mural or Lucid which allow multiple players to participate at the same time. I will spend as much time as needed getting the team to identify the 'widget'. People unfamiliar with VSMs are more comfortable at mapping process vs value stream. Don't forget the data boxes, and don't forget the information/management flow...

Aunque existen varios softwares para dibujar los mapas, yo sigo prefiriendo hacerlo en una pared con post-its, plumones, para que todos podamos ver la información y como podemos encontrar las mejoras

Desenhar o mapa atual com base nos dados coletados é uma etapa muito interessante e que sempre agrega conhecimento para os envolvidos pois é um momento de olhar no detalhe, focar em fazer bem feito e pensar em tudo referente à atividade.. e é justamente esse aprendizado, que leva a sugestão de melhorias para o estado futuro, então quando mais bem feito, mais resultados!

In geographically-dispersed organizations, VSM development needs a different approach e.g. when engaging across several time zones. I suggest one person build a proposed top-level VSM and then spend a session validating. At that point, development of sub process steps can be delegated, again subsequently validated with the entire team. If unable to get everyone in the same room, this method takes a bit longer but can still produce a strong current state VSM.

What I often find is that groups will focus on starbursts or kaizen bursts when doing their analysis, and they completely disregard the actual data. One of the main reasons we use VSM is because of the focus on the widget flow and the data associated with that. I use the Waste and the brainstorming of problems to drive additional thinking, but I always have the team focus on what the data is telling them first. Especially in transactional environments, people struggle with the data and how it relates to the flow/lack of flow of the widget. I also lean towards more of a causal tree vs 5 whys in transactional environments. It is sometimes difficult to follow one problem linearly. I am a huge fan of affinitizing and then prioritizing.

I had a boss who told me - You should have, on paper, a picture, drawing, etc. of how you want your plant to be organized and set up. Most likely you will not be able to do it all at once - but - every time you move a piece of equipment, install a new work center, expand - it should be step towards the ultimate goal for that facility.

First determine length of implementation. In kaizen, I am most likely looking 1-3 months (depending on complexity of the gap in performance). For OKRs, I am usually designing out 3-5 years. Once that is determined, design begins. There are many variables to consider (changes in customer requirements, legal/compliance, variation state to state or country to country, how much growth are we looking for, etc. All of those have to be in scope for the design. If the team gets stuck in design (they often redesign the current state with little change), I will guide them to design backwards. Start with what is delivered to the customer. Then determine what is needed to accomplish that. And so on... Lastly, brainstorming and innovation are helpful.

Algo que me ha funcionado es presentar el mapeo y los resultados al equipo gerencial , para tener su apoyo para implementar las mejoras

For office processes and/or information flows, generate AI and process automation offer great potential for rapid improvements toward future state.