An Overview & “Teaser” - ASQ Orange...
Transcript of An Overview & “Teaser” - ASQ Orange...
1 April 2016 – v 1.0
Welcome to
Lean Value Stream Mapping
An Overview & “Teaser”
Clinic B
ASQ Orange Empire Monthly Dinner Meeting
April 11, 2016
Frank G. Adler, Ph.D.
Principal & Managing Partner
Operational Excellence Consulting, LLC
www.operational-excellence-consulting.com
2 April 2016 – v 1.0
Frank G Adler
Nokia Mobile Phones → 1994 – 2005
• Specialist, Global Operations & Supply Chain Development - Finland
• Manager, Operations & Quality Development - Fort Worth, TX
• Director, Lean Six Sigma & Quality Americas - Irving, TX
• General Manager, Mexico Operations - Reynosa, Mexico
• General Manager, US Operations - Fort Worth, TX
Magellan Navigation → 2005 – 2010
• Vice President, WW Quality & Customer Support - San Dimas, CA
Angelica Corporation → 2010 – 2011
• Corporate Director, West Coast - Operations, Logistics & Services
Operational Excellence Consulting (OEC) → 2009 – …
• M.S. Mathematics & Physics, Freie University of Berlin – Germany
• Ph.D. Operations Research & Industrial Economics, Helsinki University
of Technology – Finland
3 April 2016 – v 1.0
Agenda:
1. Discuss the Five Lean Management Principles and The
Seven Lean Wastes.
2. Review some of the key benefits and objectives of Value
Stream Mapping.
3. Discuss an effective step-by-step approach to Value Stream
Mapping.
General Objectives & Key Learning Points
4 April 2016 – v 1.0
Lean Management – Lean Thinking
“One of the most noteworthy accomplishments in
keeping the price of Ford products low is the gradual
shortening of the production cycle. The longer an article
is in the process of manufacture and the more it is
moved about, the greater is its ultimate cost.”
Henry Ford, 1863 – 1947
“All we are doing is looking at the time line, from the
moment the customer gives us an order to the point when
we collect the cash. We are reducing the time line by
reducing the non-value added activities.”
Taiichi Ohno, 1912 – 1990
5 April 2016 – v 1.0
Lean Management – Three Types of Process Activities
Non-Value Added
Business-Value Added
Value- Added
Customer is not willing to
pay for these activities
and they should be
eliminated, e.g. rework.
Customer are willing to
pay the organization
for these activities, e.g.
assembly.
Customers are not willing
to pay for these activities,
but the organizations
deems these activities as
necessary, e.g. preventive
maintenance.
Many process have
less than 20% value-
added activities.
6 April 2016 – v 1.0
Lean Management – Value-Added Work
Three criteria for Adding Value
1. Customer wants you to do it (or will pay for it)
2. The material / information is being processed or transformed into final
products or services
3. It is done right the first time
Key Lean Objectives:
Reduce Lead Time
→ Eliminate or Reduce Non-Value-Added Activities
7 April 2016 – v 1.0
Waste Typical Manufacturing Definitions Translation to Services Examples
Transportation An activity that moves materials or products more
than is required.
Handoffs or reviews, interoffice movement of
materials, offsite storage transport
Inventory Product in storage or waiting for further actions to
be carried out. All parts not immediately needed.
Requirements, Documents, WIP, Assets sitting
on the shelf (e.g. laptops, air cards, people),
excess emails
Motion Unnecessary movement of people, examples being
long distances between workstations, double-
handling of materials, poor tool placement.
Unnecessary travel, hunting for information or
people, manual workflow
Waiting People or product waiting for processes to finish or
materials/tools to arrive. All inventory build up or
delay between value adding steps for any product.
Employee idle time, waiting on responses,
approvals, or service, delays in processing
(including client). All time between one value
adding step and the next.
Over
Production
Producing product that has not been ordered. This
is the worst offender of all as it includes some
elements of all of the other wastes.
Duplicative data entry, making extra copies,
producing data or reports that aren’t needed,
starting projects that won’t be moved forward.
Over
Processing
Activities carried out on materials/products which
do not add value
(more commonly referred to as Over processing)
Unnecessary extra steps, transactional
activities, or approvals. Excessive reporting,
unproductive meetings, expediting, firefighting,
changing priorities
Defects /
Rework
Making products that are not suitable for sale, or
require reprocessing to bring them up to standard
Client billing errors, defective client-server
systems, incorrect data entry, incomplete
requirements
Lean Management – The 7 Lean Wastes or “Muda”
8 April 2016 – v 1.0
Lean Management – Value vs. Non-Value Added Work
Work Time
Wait Time
Walking Time
A Typical Process or Process Step
It is not uncommon, when analyzing a process
or process step, to recognize that 60 to 70% of
the total work time is actual non-value added
work – waiting, transportation, walking, and
unnecessary motions.
Organizations often focus on the value added
activities to further improve productivity and
efficiency, ignoring the often huge opportunities
if they would focus on eliminating non-value
added activities.
Process
Start Process
End
9 April 2016 – v 1.0
Lean Management – The Five Lean Principles
Define Value - Specify value from the Customer
perspective.
Map Value Stream - Identify the value stream for
each product or service and challenge all of the
non-value adding steps (wastes) currently
necessary to create and deliver this product or
service. Add nothing than value.
Create Flow - Make the product or service creation and delivery process flow
through the remaining value-added steps.
Establish Pull – Introduce pull between all process steps where continuous flow
is possible.
Pursuit Perfection – Manage toward perfection so that the number of steps and
the amount of time and information needed to create and deliver this product or
service is optimized.
10 April 2016 – v 1.0
Value Stream Mapping – Definition & Benefits
• A Value Stream represents the sequence of activities required to design, produce, and deliver a product or service to a Customer, this includes the flow of material and information.
• Value Stream Mapping is a Lean Management technique used to analyze the flow of materials and information currently required to bring a product or service to a Customer.
• A sophisticated flow charting method that uses symbols, metrics, and arrows to help visualize processes and track performance. This method helps determine which steps add value and which do not.
• Three Types of Value Streams
– Full Value Stream - A good or service is requested by and delivered to an
external Customer
– Support Value Stream - Examples include annual budgeting process;
recruiting, hiring, and onboarding process; and performance review
process
– Value Stream Segment - In general a part of a Full Value Stream, e.g.
product design, new product introduction, and service delivery.
11 April 2016 – v 1.0
Value Stream Mapping – From Function to Process
Leadership Team
Customer
Requirements
=
INPUTS
Customer
Satisfaction
=
OUTPUTS
F
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C
T
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N
5
F
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C
T
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F
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F
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N
C
T
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4
The Focus is on the Customer & Value Creation
Value Stream #1
Value Stream #2
Value Stream #3
Value Stream #4
12 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
13 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
14 April 2016 – v 1.0
Value Stream Mapping – Develop a Charter
The charter serves as planning, communication, alignment, and
consensus building tool.
Key element of a Value Stream Mapping Charter include:
• Scope → Value Stream – Specific Conditions – Demand Rate –
Trigger – First Step & Last Step – Boundaries & Limitations –
Improvement Time Frame – …
• Current State Issues & Business Needs
• Measurable Target Conditions
• Benefits to External Customers & Benefits to Business
• Accountable Parties
• Logistics
• …
15 April 2016 – v 1.0
Value Stream Mapping – Establish the Team
Value Stream Mapping teams must include leaders who can influence and authorize
change along the value stream to be improved.
• Executive Sponsor → An individual who oversees the entire value stream. May or
may not participate in the event.
• Value Stream Champion / Owner → An individual who oversees a significant part of
the value stream and is accountable for the performance of the entire value stream.
• Event Facilitator → An individual neither overseeing nor working in the value
stream, serving as teacher, timekeeper, skilled change agent, provocateur, … .
• Logistics Coordinator → An individual responsible for booking the room, ordering
lunches, organizing supplies, … .
• Briefing Attendees → Individuals (no more than 5 to 7) participating in the daily
briefing sessions to ensure common understanding of the current state, and
alignment of the organization around the future state value stream map and
transformation plan.
• Mapping Team Members → Individuals (no more than 10) from all key functions
across the value stream participating in the event full-time.
16 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
17 April 2016 – v 1.0
Value Stream Mapping – First Value Stream Walk
The First Value Stream Walk focuses on obtaining basic information:
• The processing steps & activities that form the value stream
• The sequence of these processing steps & activities
• The functions performing each processing step & activity
• The key inputs and outputs of each processing step & activity
Talk with the people that perform the processing steps & activities to get
first a high-level understanding of what is being done to transform an
input to an output.
This is the time for learning, not judging.
Everyone participates in the interviewing process and takes notes.
A critical step in creating a current state value stream map – “Going to the Gemba.”
18 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
19 April 2016 – v 1.0
Value Stream Mapping – Map Layout
The objective is to build a rudimentary view of the value stream.
• Customers & Customer Requirements (TOP 3 – 5)
• Suppliers & Supplier Constraints (TOP 3 – 5)
• Processing Steps – “Verb-Plus-Noun” (5 – 15 Steps)
• Function(s) performing each processing step
• Sequence & Numbering of all Processing Steps
Value Stream Mapping is as much art as it
is science – as long as the art doesn’t
interfere with the science!
20 April 2016 – v 1.0
Value Stream Mapping – Process Icons
21 April 2016 – v 1.0
Value Stream Mapping – May Layout Example
Customer
Function A
2
Process 1
Function B
4
Process 2
Function D
1
Process 3
Function E
2
Process 4
Supplier
22 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
23 April 2016 – v 1.0
Value Stream Mapping – Second Value Stream Walk
The Second Value Stream Walk focuses on gaining a deeper understanding about
how the value stream currently performs and identify significant barriers to flow:
• Assess value stream performance in terms of TIME – Takt Time, Lead Time,
Cycle Time, Processing Time, Available Time, Changeover Time, …
• Assess value stream performance in terms of QUALITY – % Complete &
Accurate (%C&A)
• Assess value stream performance in terms of RESOURCES – # of People
• Assess value stream performance in terms of INVENTORY – Raw Materials,
Work-in-Process (WIP), Finished Goods
• Assess Process Efficiency, e.g. Conversion Rates of RFPs, and Work
Triggers
• Identify Barriers to Flow !!!
Collect or verify your own data !!
24 April 2016 – v 1.0
Value Stream Mapping – Making Work Flow
• Create Flow - Make the product or service creation and delivery process flow
through the remaining value adding processing steps.
• Ideally, the “work item” passing through the value stream never stops. It
moves effortlessly from person to person, work team/station to work
team/station, department to department, … without hang-ups, hiccups, or
(unnecessary) delays.
• Ask yourself – “What is preventing the lead time from being the same as the
processing time for each and every processing step or activity?”
25 April 2016 – v 1.0
Value Stream Mapping – Barriers to Flow
Barriers to Flow include:
1. Quality Issues
2. Shared Resources & Inaccessible Staff
3. Task-switching
4. Large Batch Sizes – Raw Material Purchasing, Order Processing, …
5. System and Equipment Downtime & Performance Issues
6. Prioritization Rules
7. Searching & Waiting for Parts, Information, Requirements, …
8. Long Set-up & Changeover Times
9. Poor Work Area Layout → Excessive Motion & Transportation
10. …
26 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
27 April 2016 – v 1.0
Value Stream Mapping – Map Details
The objective is to add now the information obtained from the second value stream
walk to our value stream map.
• Add performance in terms of TIME – Takt Time, Lead Time, Cycle Time,
Processing Time, Available Time, Changeover Time, …
• Add performance in terms of QUALITY – % Complete & Accurate
(%C&A)
• Add performance in terms of INVENTORY – Raw Materials, Work-in-
Process (WIP), Finished Goods
• Add RESOURCES – # of People
• Add Barriers to Flow !!!
• …
28 April 2016 – v 1.0
Value Stream Mapping – Material Icons
29 April 2016 – v 1.0
Value Stream Mapping – May Details Example
Customer
Function A
2
Process 1
Function B
4
Process 2
Function D
1
Process 3
Function E
2
Process 4
Supplier
45 Items
LT = 16 Hours
PT = 5 Minutes
%C&A = 90%
LT = 8 Hours
PT = 10 Minutes
%C&A = 75%
LT = 12 Hours
PT = 15 Minutes
%C&A = 99%
LT = 16 Hours
PT = 25 Minutes
%C&A = 90%
75 Items
65 Items 75 Items
30 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
31 April 2016 – v 1.0
Value Stream Mapping – Information Flow
The objective is to visually demonstrate the technology-related disconnects,
voids, and redundancies that exist in many value streams.
• Identify all IT systems and applications in use across the value stream
• Connect IT systems and processing steps with arrows – Arrow head
indicates the direction of the information flow
• Lightning bolt-type arrows indicate automated information flow from one
IT system to another, e.g. auto-upload
• Identify over-processing, errors, and operational complexity caused by
system disconnects, gaps, and redundancies
• …
32 April 2016 – v 1.0
Value Stream Mapping – Information Icons
33 April 2016 – v 1.0
Value Stream Mapping – Information Icons
34 April 2016 – v 1.0
Value Stream Mapping – Information Flow Example
Customer
Function A
2
Process 1
Function B
4
Process 2
Function D
1
Process 3
Function E
2
Process 4
Supplier
45 Items
LT = 16 Hours
PT = 5 Minutes
%C&A = 90%
LT = 8 Hours
PT = 10 Minutes
%C&A = 75%
LT = 12 Hours
PT = 15 Minutes
%C&A = 99%
LT = 16 Hours
PT = 25 Minutes
%C&A = 90%
IT - 1 IT - 2 IT - 3
75 Items
65 Items 75 Items
35 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
36 April 2016 – v 1.0
Value Stream Mapping – Performance Indicators
Process Efficiency Ratio (PE)
Process Activity Ratio (AR)
Rolled % Complete & Accurate
where n is the number of processing steps.
Total Labor Processing Time
• The average time it takes to actually perform the entire process - from start to
finish - if one is able to work on an item uninterrupted.
𝐴𝑅 = 𝑇𝑜𝑡𝑎𝑙 𝑃𝑟𝑜𝑐𝑒𝑠𝑠𝑖𝑛𝑔 𝑇𝑖𝑚𝑒
𝑇𝑜𝑡𝑎𝑙 𝐿𝑒𝑎𝑑 𝑇𝑖𝑚𝑒× 100%
𝑃𝐸 = 𝑇𝑜𝑡𝑎𝑙 𝑉𝑎𝑙𝑢𝑒 𝐴𝑑𝑑𝑒𝑑 𝑇𝑖𝑚𝑒
𝑇𝑜𝑡𝑎𝑙 𝐿𝑒𝑎𝑑 𝑇𝑖𝑚𝑒× 100%
𝑅𝑜𝑙𝑙𝑒𝑑 %𝐶&𝐴 = %𝐶&𝐴1 × %𝐶&𝐴2 × ⋯ × %𝐶&𝐴𝑛
37 April 2016 – v 1.0
Value Stream Mapping – Other Icons
38 April 2016 – v 1.0
Value Stream Mapping – Map Summary Example
Customer
Function A
2
Process 1
Function B
4
Process 2
Function D
1
Process 3
Function E
2
Process 4
Supplier
45 Items
LT = 16 Hours
PT = 5 Minutes
%C&A = 90%
LT = 8 Hours
PT = 10 Minutes
%C&A = 75%
LT = 12 Hours
PT = 15 Minutes
%C&A = 99%
LT = 16 Hours
PT = 25 Minutes
%C&A = 90%
5 Minutes
16 Hours
10 Minutes
8 Hours
15 Minutes
12 Hours
25 Minutes
16 Hours
Total Lead Time = 32 Hours
Total Processing Time = 55 Minutes
Total Value-Added Time = TBD
Process Activity Ratio = 2.86%
Process Efficiency Ratio = TBD
Rolled %C&A = 60.1%
Total Labor Processing Time = 55 Minutes
IT - 1 IT - 2 IT - 3
75 Items
65 Items 75 Items
39 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
40 April 2016 – v 1.0
Value Stream Mapping – Focus of the Future State
During the current state analysis and future state development activities, the
team shifts now from fact-finding (current state) to the discovery, innovation and
creativity phase (future state).
In terms of priorities, the mapping team should follow the following general rule:
1. Remove unnecessary non-value adding activities
2. Reduce the work effort (or need) to perform necessary non-value adding
3. Find ways to convert todays necessary non-value adding to unnecessary
non-value adding in tomorrow's environment
4. Reduce the work effort to perform value adding activities
Creativity before Capital !!!
41 April 2016 – v 1.0
Value Stream Mapping – Common Findings
Loopbacks No documented standard work
Unnecessary handoffs Excessive inspection (review, approval,
audits, …)
Rework due to errors and lack of clarity Overspecialization of staff
Batching Existing technology not fully leveraged
Functions missing or getting involved too
early or too late in the process Underutilization of skills
Redundant activities Compliance overkill
High variation in how work is performed Delays due to juggling multiple
responsibilities
Push and overburden …
Based on our experiences in leading and facilitating Value Stream Mapping
events and activities, common non-value adding activities and improvement
opportunities include:
42 April 2016 – v 1.0
Value Stream Mapping – Kaizen Events or “Bursts”
Raw Material Supplier
Tues. + Thurs.
250 ft rolls
TOP 1-3
Customer
7.5k pcs/day -- 2.5k red -- 5.0k green 25 pcs/box
1X Daily
TOP 1-3
CUTTING
C.T. – 1.5sec C.O – 0 Up-Time – 75% 2 shifts 25,200 sec avail.
PRINTING
C.T. – 2.5sec C.O – 65min Up-Time – 95% 2 shifts 25,200 sec avail
X 3
BINDING
C.T. – 4.0sec C.O – 25min Up-Time – 55% 2 shifts 25,200 sec avail
X 4
SHIPPING
Staging
4.5 days 0.8 days 0.2 day 2.0 days
60 s 25 s 45 s % PE = 0.07 % VA
NVA
Production Planning
MRP
30-60-90 Days Forecast 6-weeks
Forecast
Weekly Schedule Daily Ship
Schedule
Daily Orders
I I I I
4,500 R 1,500 G
600 R 900 G
8,500 R 6,500 G
3 Rolls 4.5 Days
Rapid
Changeover
Kanban
Scheduling
Kanban
Scheduling Uptime
Improvements
Standard
Work
43 April 2016 – v 1.0
Value Stream Mapping – Performance Targets
Key Performance
Indicator (KPI)
Current State Projected Future
State
Projected %
Improvement
Total Lead Time 30 Days 10 Days 66.7%
Total Cycle Time 480 Minutes 440 Minutes 8.3%
Total Processing Time 125 Minutes 100 Minutes 20.0%
Total value adding Time 60 Minutes 80 Minutes 33.3%
Process Efficiency 0.42% 1.25% 312.5%
Rolled Throughput Yield 82.3% 92.0% 9.7%
User defined ... … …
Based on the decisions made during the “Design Future State” phase, the Value
Stream Mapping Team should develop a transformation plan (next section) and
calculate the projected future state performance metrics utilizing the performance
matrix initially developed during the “Document Current State” phase (see above).
44 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
45 April 2016 – v 1.0
Value Stream Mapping – Transformation Plan
1 2 3 4 5 6 7 8 9 10 11 12
3Reduce Changeover Time for
Process X by 25%
Perfrom series of Kaizen events to
implement countermeasuresKE Tim Ward Jesse Altadonna
Agreement
Value Stream Mapping Faciltator
Date:
Signature:
Status (0 - 100%)
Value Stream Transformation PlanScheduled Review Dates
July 3, 2015
Signature:Signature:
Date: Date:
Date Last Updated: January 21, 2015
Executive Sponsor Value Stream Owner/Champion
May 29, 2015
May 1, 2015
March 27, 2015
February 27, 2015
January 30, 2015
ChampionExecution
MethodProposed CountermeasureMeasurable Target
Planned Timeline for Execution
November 17, 2014
Frank Adler (Operational Excellence Consulting)
Tim Ward (EVP Supply Chain & Operations Management)
Eva Martinez (Value Stream Manager)
Order Management (from order entry to order delivery)
Future State
Value Stream
Map Block #
Project Leader
Date Created:
Value Stream Mapping Facilitator:
Executive Sponsor:
Value Stream Owner/Champion:
Value Stream Name:
The final step after the transformation plan has been developed, is the briefing to get buy-in from
all relevant leaders about the path forward, the time and resources required to properly execute
the plan, as well as the organization’s ability to absorb the planned changes.
46 April 2016 – v 1.0
Value Stream Mapping – The Development Process
1. Develop a Charter & Establish the Team
2. Document Current State → Kick-off
3. Document Current State → First Value Stream Walk
4. Document Current State → Map Layout
5. Document Current State → Second Value Stream Walk
6. Document Current State → Map Details
7. Document Current State → Information Flow
8. Document Current State → Map Summary
9. Document Current State → Analyze Current State
10. Design Future State
11. Create Transformation Plan
12. Manage Execution
47 April 2016 – v 1.0
Value Stream Mapping – Transformation Plan Execution
• Final approval of Transformation Plan within one week of final briefing session
• Executive Sponsor and Value Stream Champion/Owner lead the socializing of
the Future State Map and the Transformation Plan
• Value Stream Champion/Owner
• drives overall implementation & change initiative,
• support work teams working on realizing the future state map,
• troubleshoots roadblocks & obstacles, and
• runs scheduled review meetings.
• Value Stream Champion/Owner also provides periodic updates to Executive
Sponsor (more frequent than review meetings)
• Executive Sponsor remains fully engaged, attends review meetings, monitors
transformation progress, “goes to the gemba”, address policies, resolve
political issues, …
• No Execution – No Improvement !!!
48 April 2016 – v 1.0
Workshop: Lean Management - Value Stream Mapping
Location: Brandman University
16355 Laguna Canyon Road
Irvine, California 92618
Date: April 30, 2016
Time: 09:00 – 04:30
Thank You & Join Us …
http://asqorangeempire.org/