What is value stream mapping used for? Kpsc - value stream mapping (vsm). Add information flow to your value stream map

Seminar - training Mapping of value streams (hereinafter - Training) allows you to learn:

• quickly, simply and visually depict the state of current
  enterprise processes, material and information flows
• evaluate the main parameters of processes
• identify and analyze existing hidden losses in the system
• identify and analyze limitations ("bottlenecks") of the system
• develop a value stream map of the future (target) state of the system
• identify the types of Lean manufacturing tools,
  necessary to achieve a particular goal(s)

The training is conducted in a practical OJT (On the Job Training) format. The essence of this format is learning while doing real work.

During the preparation for the Training, the actual process of the customer's company is determined, which requires any improvements. The boundaries of the process, goals and indicators of increasing its efficiency are determined. On the example of working with this process, the main practical training on value stream mapping during the Training.

An important part of preparing for the value stream mapping process is setting process improvement goals. If the goals of process improvement are set clearly and specifically, have measurable indicators of the current and future (target) state of the process, then this significantly increases the efficiency of mapping, since, in fact, the main goal of value stream mapping is to build such a future state value stream map that to achieve the set goals. Properly set goals allow mapping participants to focus on the right aspects of the process and the system in which this process is included.

In this regard, after getting acquainted with the mapping methodology, before starting to build a map of the current state of the selected process, the participants of the training, together with the trainer, clarify and agree on the goals of its improvement in the group.

After that, the Charter is created educational project, which describes the current symptoms of problems or opportunities in the process, goals and measurable indicators of process improvement, boundaries and other important parameters of the project.

During this work, 2 main tasks are solved in parallel:
1) a process model of the system is built;

2) in accordance with the set goals for improving the process, existing and possible losses in the system are recorded. They are marked on the map with "red hedgehogs".

After building a map of the current state of the flow, an analysis of the root causes of the detected problems (Root Cause Analisys, RCA) is carried out. Depending on the goals set and the current situation, various RCA tools are used. Ishikawa diagram, Pareto diagram, Spaghetti diagram, cyclogram, performance analysis, bottleneck analysis, time trap analysis, 5 Why?, Shewhart charts, functional cost analysis, etc.

After identifying, assessing and structuring the root causes of problems, participants move on to finding and developing solutions to them.

By solving the identified problems, participants gain hands-on experience with some of the following Lean tools:

• Flow timing (Takt time)
• Quality Embedding (Jidoka)
• Error protection (Poka-Yoke)
• Visual Management
• Zoning
• Flow Equalization (Heijunka)
• Pull System
• Supermarkets
• Quick changeover system (SMED)
• Total Productivity Maintenance (TPM)
• Andon Dashboard & Lights
• Autonomous teams
• Cell method

Taking into account the application of some of the above tools, a value stream map of the future (target) state of the process is built.

Based on this map and the developed draft solutions, a list of measures is created to achieve the target state of the process and a plan for the implementation of improvements is created.

Mapping is a fairly common tool in TECHNONICOL. It is used not only to analyze the entire flow, but also for individual processes.

One of the first plants to improve with value stream mapping was the Uchaly plant. In 2006, the primer value stream was chosen. Prior to mapping, we determined what is the value for the client in order to produce only what the client wants; understand the value inherent in the product from the customer's point of view and reflected in the sales price and market demand. Here is the choice of product for production, and its characteristics. It was important to understand who our client is and what this client is really willing to pay for. We discussed value in detail in the chapter on customers.

In Uchaly, mapping work was carried out under the direction of Aidar Sagadiev, Production Director. At the site, observations and measurements were made for each operation, on the basis of which a map of the current state was created.

A simple diagram depicted each stage of the flow of materials and information needed in order to fulfill the customer's order. Having identified the current value stream, the current stream was analyzed in terms of value-creating and non-value-creating activities. We saw a lot of losses to be eliminated:

1. Surplus inventory:
   • stocks of raw materials were 14 days, stocks finished products 9 days.
2. Extra transport:
   • delivery of raw materials from the warehouse to the site, the distance from the site to the warehouse of raw materials is 50 meters one way, up to 6 trips per day. Total 600 meters;
   • solvent residues were monitored once a day. The distance to the tanks is 200 meters, total 400 meters.
3. Overproduction:
   • production was carried out according to the push system.
4. Extra movement:
   • lack of a printer to print the sticker on the site. The printer was located in the production hall, the distance to which is 350 meters one way. The sticker was printed up to 3 times a day. The total movement to the shop for sticker printing was 2100 meters per shift;
   • transfer of samples for certification and quality control to the laboratory, which is located in the production workshop up to 3 times per shift. Total 2100 meters per day.
5. Over-processing:
   • packaging of the finished pallet with stretch film. Putting a pallet on a pallet wrapper up to 40 times a day, distance 6 meters, only 240 meters per shift, packing 1 pallet 1.5 minutes, only 1 hour per shift.
6. Waiting (idle):
   • waiting for the export of finished products on a pallet for packaging up to 30 minutes a day;
   • waiting for the first batch of primer to be ready - 40 minutes a day: before the start of the finished product, bitumen solidifies in the counters - warm-up time up to 3 hours.

Then we proceeded to the third stage of mapping - organizing the movement of the flow, compiled a future map of the value stream. Planned action plan:

1. Vendor area:
   • reduction of stocks of raw materials up to 6 days. Delivery of buckets according to the principle of "Milk Truck" (black and blue buckets in one car), ordering a solvent not ten days, but just in time;
   • installation of level gauges in containers with solvents with data output to the monitor in the control room (visualization of solvent residues);
   • installation of a printer at the site for printing a sticker on the spot;
   • organization of a container warehouse directly near the primer bottling shop;
   • transfer of all stocks of raw materials to a warehouse located next to the bottling shop.
2. Production area:
   • installation of heated bitumen meters at the site to prevent bitumen from solidifying;
   • preparation of one batch of primer at the end of the previous shift for bottling it at the beginning of the shift;
   • organization of a laboratory at the site for incoming control of raw materials, control of technological parameters and certification of finished products;
   • conducting experiments, obtaining feedback from trading partners on the quality of delivery in the absence of 2 tapes for fastening and wrapping pallets with stretch tape;
   • creation of a continuous process from the moment of labeling to the packaging of the pallet;
   • creation of a supermarket stocks of packaging materials.
3. Shipping area:
   • reduction of stocks of finished products up to 4 days;
   • installation of limiters at the ramp for quick installation of the machine for loading and unloading;
   • installation of ramp and warehouse number indicators on the territory;
   • placement of the loading ramp closer to the GP storage area.

Mapped the future value stream.

Figure 1. Current and Future Value Stream Maps, Uchaly Primer and Cold Mastics Production Area.

The primer and cold mastics production area has undergone significant changes. After the implementation of the measures, the production cycle time was reduced to 14 days, the value creation time a year after the initial mapping in 2007 was 95 seconds, in 2008 after the implementation of the flow - 36 seconds. Turnover of finished goods increased from 9.78 times a year in 2006 to 17 times a year in 2007. It was possible to double labor productivity at the site, reduce stocks of raw materials by 8.6%, and stocks of finished products - by 70.5%. Production and storage areas were reduced by more than 30%.

When building a value stream map, we used the recommendations of the authors of the book “Learn to see business processes. The practice of building value stream maps”:

Work on improving the entire flow and individual processes in the primer and cold mastics production flow at the plant continues to this day, although, of course, the results are no longer as impressive as the first time. The process of continuous improvement goes in a spiral. Each turn results in less and less loss reduction and more and more tightly coupled and efficient work. At some point, continuous improvement turns into a series of small incremental improvements.

Gradually, mapping became an integral part of the work of most of the company's divisions. Hand-drawn maps began to be transferred to a computer. The mapping process itself has become more formalized. Forms have emerged for flow mapping, annual flow improvement plans, and flow analysis. If more than one department of the company was involved in the flow, they began to get together to work on improving the end-to-end flow. Figures 3-6 show work to improve the flow of roofing roll materials that were sold through the company's distribution centers. Accordingly, two divisions of TECHNONICOL are involved in the flow here: the Ryazan plant for the production of bituminous roofing materials "Technoflex" and the regional distribution center of the company, from where a whole range of the Company's goods and building materials third party manufacturers.

Figure 2. Map of the current value stream by commodity group"Roll materials", Ryazan

Figure 3. Map of the future value stream for the Roll Materials product group, Ryazan

Figure 4. Annual plan for improving the value stream for the roll materials product group, Ryazan

Figure 5. Analysis of the value stream for the product group "Roll materials", Ryazan

Process improvement

Mapping is a fairly common tool in TECHNONICOL. It is used not only to analyze the entire flow, but also for individual processes.

Figures 6 and 7 provide an example of using a mapping tool to visualize, analyze and then improve the process of shipping finished products to a customer.

Figure 6. Current map of the process of shipment of the GP to the client, department customer service, Ryazan

On the current map, in yellow shading, we see the places of subsequent improvements, which allowed us to reduce the number of client-side decisions and increase the efficiency of the process, allowing us to achieve the result reflected on the future map.

Figure 7. Future map of the process of shipment of the GP to the client, customer service department, Ryazan

1 Primer is one of the high-quality and affordable compositions on the modern construction market for strong adhesion of glued materials to rough, porous and dusty surfaces.

2 Rother M. Learn to see business processes. Value Stream Mapping Practice / Mike Rother, John Shook; Per. from English. - M. : Alpina Business Books: CBSD, Business Skills Development Center, 2005. - 144 p.

The work of value stream mapping usually starts with goal setting. Once a goal is identified, it is formulated, measured, and visualized. Leader along with working group must understand what they should strive for and what they are working for.

After the goal is formulated, the preparation stage begins. At this stage, all costs for the implementation of work to achieve the goal should be taken into account.

At the stage of choosing a product, according to which the KPSC will be formed, the boundaries of the process under consideration are determined and, depending on the goals set, priorities are set among a wide variety of products.

The formation of the current state CVSC (“as is”) is one of the longest stages of mapping. At this stage, all steps of the process from entry to exit are considered in detail, important parameters of each step are noted and recorded. Team members must go through the entire stream in question and see with their own eyes the gradual transformation of the product. The management system and related logistics are also considered in detail.

The analysis stage is the processing collected information to determine the places of influence that have the greatest impact on the entire process under consideration. The main areas of analysis are: analysis of flow problems in terms of the degree of influence and potential, analysis of the loading of process stages (operations) per takt time, analysis of the quality of manufactured products and logistics analysis. At this stage of the analysis, it may be necessary to collect additional information or clarify individual data. Some stages of the process may require a more detailed analysis using other Lean tools and methods, so the quality of the work at this stage is very important, since all further work depends on it.

The next step in shaping the future state of the CVSC is to compare the flow opportunities found in the analysis with necessary requirements for maximum process efficiency. The ideal state of the process is formed with the ideal parameters of each stage, information flows and logistics routes, and the target state that is needed at the moment. At the same stage, a preliminary economic evaluation: Determine the one-time and ongoing benefit of transforming a stream into a target state.

Development of a transition plan to the target state is a stage of step-by-step planning of the sequence and timing of real actions that are necessary for the transition to a new flow state without prejudice to the external Customer. The changes relate to both material and information flows, as well as changes to the existing normative documentation to avoid inconsistencies or duplications.

The following steps, such as the implementation and stabilization phase, are no longer directly relevant to the application of the CVSC tool, as The purpose of mapping as a tool is to detect losses and determine the most efficient flow alignment possible. In this situation, it must be understood that any system that is tampered with needs some time (depending on the degree of tampering and the quality of the system) in order to start working stably. During the implementation of the measures, constant monitoring of compliance with the changes should be ensured. New standards should be tested in practice, staff should be trained, informed and gradually get used to the changes.

Table 2.1 Mapping algorithm

	Name	Consequences of skipping a stage
	goal setting	Decrease in efficiency due to waste of resources, decrease in the level of motivation of the working group.
	Training	Reduced efficiency due to the lack of rhythm of work, slowing down the process
	Product selection (product families)	Decrease in efficiency due to the impact on insignificant parts of the flow (work without applying the Pareto rule)
	Formation of KPSC "as is"	Disruption of work
	CVSC analysis	Disruption of work
	Formation of the KPSC “as it will be”	Disruption of work
	Development of a transition plan	Disruption of work
	Next steps (implementation)	Disruption of work

Despite the fact that not all stages of the mapping algorithm lead to a breakdown in work (non-receipt or nulling of results and the pointlessness of continuing work), each of them affects the efficiency of the work as a whole. This can be seen in table 2.1. The loss of work performance efficiency at each stage by 10%, no matter how it is measured, purely from a mathematical point of view, at the eighth stage (implementation of measures), instead of 100% efficiency, it is already only 47.83% (0.97 * 100% \u003d 47 .83%). Since each stage contains several more small steps that contain potential opportunities for making mistakes and temptations for ignoring them, performing all the required steps as accurately and in detail as possible, you can increase the potential efficiency of the target state of the process, and therefore, we strive for the maximum possible final result.

Formation of the current state

The first step in shaping the current state of the CVSC is to define the process itself. It is necessary to answer the questions: “what is the name of the process that is being considered” and “where are the boundaries of this process?” The formulation of the name of the process is deliberately singled out as a separate sub-stage in the formation of the current state. The wording of the name of the process will determine its content, boundaries, and, consequently, all further work. The name of the process should have a clear and unambiguous wording that reflects the essence of the process, visualized as the heading of the current state CVSC.

Next, it is necessary to determine the inputs and outputs of the process under consideration, its duration, that is, it is necessary to determine the boundaries within which the selected flow will be considered. In organization-wide mapping, boundaries may be external Suppliers and Customers, unless otherwise decided by the goals and decision of managers. On the scale of a separate production or workshop, some internal and external Suppliers and Customers can be defined by the boundaries: adjacent workshops, production facilities, etc. The definition of boundaries is necessary for a clear direction of work, since in the process of mapping one can get carried away by considering information that is not interesting and unnecessary to achieve the goal. Thus, by spending a minimum of time on marking the boundaries of the process under consideration, visualizing these boundaries (schematically, or along with the name of the process), you can insure yourself against unnecessary and unproductive work. In various cases, there may be several Suppliers and Customers. For example, when the manufacture of a product requires several types of raw materials, materials or blanks supplied by different suppliers, regardless of whether they are internal or external, or when one product is shipped to several Customers. In practice, it is more convenient to start with the outputs of the process, and then, moving back along the technological chain, determine the inputs of the process. After determining the inputs and outputs and when the boundaries appeared, you can proceed to the definition of the stages of the process under consideration, that is, its internal content.

Each product has its own technology and goes through certain production stages (operations) in the process of its transformation into a product. At the stage of determining the stages of the process, team members visualize the overall content of the process, indicating which operations (process stages) the product goes through in the process of its transformation into a finished product.

Here I consider it necessary to explain why two terms are used: operation and process step. KPSC, depending on the process under consideration, can have several levels. One stage of the large-scale process in CVSC can be represented as a smaller-scale CVCC, in which the input and output will be adjacent to the considered (previous and subsequent) stages of the large-scale process

The next step is to define the parameters of the process steps. Among the variety of possible parameters, it is necessary to choose those that need to be studied at the analysis stage. In this situation, it is necessary to ask the following questions: “what are the goals and objectives?” and “what parameters can be used to influence them?” Certain parameters of the process steps are visualized under each step (figure 2.1).

In this example, the main indicators are:

• · The cycle time of an operation in which an operation is performed on one unit of product, for example, one bicycle frame is welded or one set of wheels is assembled. Use uniform units and measurement scales, they will greatly simplify the task. Value creation time (Vst), pg.u. the very useful time for which the Customer is willing to pay, during which the product is modified or acquired required by the Customer properties. For example, in the case of frame welding, the value creation time is the time of simultaneous contact between the two pieces to be welded and the welding electrode (assuming electric welding is being performed). All other actions (preparation, shifting, fastening, etc.) are losses.
• · Number of workers involved in each operation. Here we consider only those workers who are involved in the product transformation and value-adding process. Unless otherwise specified by the tasks, we do not take into account management and maintenance personnel, such as foremen and cleaners, work distributors, etc., as well as logistics personnel who move the product between stages of the process.
• Changeover time is the time required to switch from one type of product to another, in our example, these are bicycle models that have different production technologies and designs.
• · The percentage of correctable and irreparable marriage, i.e. the proportion of parts leaving the stream under consideration either forever or moving to the beginning of one of the previous stages of the process.

Figure 2.1. Process Step Options

The next step is bypassing the process or Go-Look-See (go, look and notice). This is one of the principles of Lean, which means solving problems at the point of origin, as well as making decisions from the point of value creation, i.e. when a problem arises, it is necessary to go and look, getting the most reliable information. With regard to mapping, the main goals of Go-Look-See are to see the stages of product transformation with your own eyes, to collect the maximum amount of reliable data about the process in question. According to the principles of Lean, when a problem arises, it is necessary to go to the place of its discovery, assess the scale of the problem, the possible causes of its occurrence, and make decisions based on up-to-date information received directly on the spot, and not from the words of subordinates transmitted along the chain.

Separately, it is worth highlighting the construction of the "spaghetti" diagram. When working with CVSC, a "spaghetti" diagram is a diagram of the movement of a product (in some cases, a person, materials, etc.) applied to the layout of a site (factory, workshop, workplace, etc.). The name corresponds to the lines on the layout, similar to a plate of "spaghetti". This chart necessary for visual representation of the route and distance that the product in question does in the process of its transformation into a finished product. It visually shows the losses during transportation due to suboptimal routes, location of delivery points or operations and allows you to measure these losses by calculating the distance. To build a spaghetti diagram, you need a layout or diagram of the area where the process in question physically operates. For plant-scale mapping, this will be the plant layout; for site-scale mapping, it will be the site layout. At the stage of determining the stages of the process (operations), the actual locations of the corresponding stages of the process are marked on the layout based on the expert opinion of the team members. They will need to be numbered accordingly in order to be linked to the KPSC. During the Go-Look-See, the planning data is checked for compliance with reality, in case of discrepancy, adjustments are made.

The general algorithm for constructing the current state CVSC looks like in the block diagram (Figure 2.2). The results of the work, as can be seen from the diagram, are two complete documents: the spaghetti diagram and the current state KPSC.

Figure 2.2 General algorithm for constructing the current state CVSC

CVSC analysis

The analysis stage is the most important in terms of using the potential of the team members, its knowledge and skills in dealing with various methods and analysis tools. There are a lot of methods of analysis, as well as the tools used, but in relation to the value stream, I want to consider the classic direction of analysis - the analysis of "flow bottlenecks".

The analysis of bottlenecks is necessary to develop measures to bring the flow of traffic in accordance with the needs of the Customer. The most efficient in terms economic indicators- this is work in accordance with the needs of the Customer, when we produce only what is needed at the right time. Such a system assumes the absence of overproduction, excess stocks in the flow and other losses arising from this. An indicator that characterizes the rhythm of production in accordance with the needs of the Customer is the takt time. Takt time (Tt) is always a calculated value, which is the ratio of the time available for production (net time for work without lunches and regulated breaks) and the Customer's need for products for a certain period of time. In other words, takt time is the period of time after which the Customer wants to receive a unit of production. Perfectly synchronized production (lossless production), in which each process step (operation) runs under takt time (for example, the cycle time of an operation is equal to or slightly less than takt time).

Takt time \u003d Available time for work, sec / Need for products, pcs

Figure 2.3 General bottleneck analysis algorithm

The general flow bottleneck analysis algorithm is shown in Figure 2.3. As already mentioned, the analysis begins with the calculation of the takt time. The next step is to refine the cycle time of the process steps. Operation cycle time (hereinafter referred to as cycle time) - the period of time during which each process (operation) produces a unit of output, includes a small fraction of the value creation time and many losses. I want to draw attention to the difference between the takt time and the cycle time. Takt time is a period of time for the release of a unit of a product, idealized for the needs of the Customer. . The cycle time is the actual period, taking into account all losses and factors negatively affecting production. The essence of the step of clarifying the cycle time is to check the data of each stage of the process (operation) for compliance with the above formulation, because small deviations in this data can not only cause losses, but also completely desynchronize the work of the thread, making further work useless.

The construction of the Yamazumi diagram (load diagram) is a visual representation of the load of each stage of the process (operation) in the form of bar charts (Figure 2.4). To build a Yamazumi d., three elements must be known: the calculated takt time, the cycle time of each process step (operation), and the execution sequence of the process step (operation). Time is plotted along the y-axis, all stages of the process (operation) are listed in order along the abscissa. The column height of each operation corresponds to its cycle time. The takt time is visualized as a horizontal line at the corresponding level. The sequence of execution of a process step (operation) consists of adding value and losses, reflected in green and red colors, respectively. At this step, the actual state of the diagram is built based on the collected data. Due to the specifics of the processes under consideration, some of their stages (operations) can be rebalanced. Rebalancing refers to redistributing the load of operations to align it with the takt time. When rebalancing, the sequence changes within the process stage (operation) and the transfer of their components from more loaded stages to less (3 and 4). Rebalancing is carried out by team members (cross-functional groups), which must include a person who knows about the features of the technology, and a production foreman who directly knows the specifics of the balancing operations, as well as representatives who understand the requirements of the Customer and the features of all considered stages of the process (operations). For example, if you measure the execution of several simple sequential operations, you can find (in most cases it happens) that the cycle time of some operations differs by an order of magnitude. In terms of flow, this means that someone does not have time to process products - operations with a long cycle time, and someone produces excess stock, or works "sloppy" - operations with a shorter cycle time. Rebalancing using visualization in the form of D. Yamazumi allows you to redistribute individual actions between operations, of course, if technology, security and common sense allow, thereby minimizing overall costs. In the example shown in the figure, as a result of the work carried out, activities that do not create value were optimized, such as, for example, No. 5 in operation 1 and No. 4 in operation 2 (Figure 2.5). To load all the operations under the measure in the above example, the actions from operation 4 (No. 5,3) and operation 3 (No. 6,7) were separated into an additional fifth operation. If the takt time were longer (the Line was higher), balancing would be optimal by moving various actions between operations, i.e. without any additional operation.

Figure 2.4 Diagram of Yamazumi Figure 2.5. Rebalancing with Visualization

Rebalanced operations should not be loaded exactly at takt time (Bt = Tt), there should always be a small reserve of 5-10% depending on the stability of the process in question in case of unforeseen problems and in order to avoid overloading workers. In fact, there is a choice: under what value of time to balance operations, since it is obvious that a small reserve is a deliberately inherent risk of disrupting the task, and a large reserve discourages staff. As a rule, the transfer of individual actions is carried out between neighboring operations, and the resulting slack (if any) should remain on the last operation (closest to the customer) to give greater flexibility in solving emerging problems.

The result of the splitting is a list of "bottlenecks" and Pareto d. (Figure 2.6 and Table 2.2), reflecting the main risks of the flow. The Pareto diagram is built on the basis of deviations of the cycle time of operations from the takt time, thus it is possible to single out the main list of operations that most strongly constrain the entire flow under consideration. Assessing fluctuations in customer needs over a certain period of time, for example, the last year, we can assume that during next year the takt time can vary within 10 - 1596 of the average value. This means that by optimizing the operations under consideration, it should be possible, if necessary, to reload them to meet the increased demand. It is necessary to understand all the limitations and anticipate the risks before they develop into problems. This is the step "determining the potential by Vc". Perhaps the list of operations that need to be “embroidered” will increase.

Figure 2.6 Pareto chart of flow bottleneck analysis

Table 2.2 List of flow bottlenecks

Future state of the OPC

It should be noted right away that it is necessary to distinguish between the concepts of "future state", "ideal state" and "target state".

The ideal state of the KPSC is a flow map built in accordance with the principles of the formation of the future state and as close as possible to the ideal. This is usually the maximum number of operations aligned to the takt time, lined up according to the pull system, or a flow of single products with a minimum product transit time. In practice, the ideal state of the KPSC is limited only by the imagination of the team members, as there is no limit to perfection.

The target state of the CVSC is a flow map improved in comparison with the current state to a certain extent, corresponding to the goals and objectives set. Looking at the improvement scale, the target state is between current and ideal.

The future state is usually general concept transformed after improvements to the current state of the CVSC, the term is used in relation to both the ideal and the target state of the flow. It turns out that in order to achieve goals, you must first form an ideal picture, stepping over goals, opportunities, existing negative paradigms, and then return to what is needed at the moment.

The proposed algorithm for the formation of KPSC is shown in the block diagram (Figure 2.7).

The first point in the algorithm is the clarification of the requirements of the Customer”, here it is necessary to recall the goals formulated at the beginning of the work. Well, if they were not forgotten throughout the course of the entire work. Before building a new state of the process (flow), it is necessary to remember who the Customer is (whether internal or external) and what he expects from the new state of the process, how can you anticipate his desires? At this step, there is a certain restructuring of the thinking of the team members to the needs of the Customer and the beginning of idealized thinking.

Figure.2.7 Algorithm for CVSC formation

The next step - teaching the principles of future state formation - requires special attention. The team leader and team members should review these principles in detail before proceeding. After mastering the principles, the team members step by step form the ideal state of the process stages, starting from the Customer (from the end of the technological chain) to the Supplier (the beginning of the technological chain), consistently applying the principles to each stage of the process (operation). It is important to check and make sure that all steps of the process are considered.

Further, the focus is on two documents: the ideal state CSC and the ideal state spaghetti diagram. Here, new flow parameters and physical movements of the product are determined, continuous brainstorming is carried out until the ideas are completely finished. The stage of formation of an ideal state is as complicated as it is necessary. Now I will try to explain. The ideal state is a kind of imaginary picture of the alignment of the considered flow without losses, the most optimal and effective way from the group's point of view. The so-called ideality is limited only by the height of the flight of thought. At this stage, it is necessary to discard all mental restrictions on the possibility of implementing this or that improvement, concentrate on the principles of forming the future state of the flow and think about how to implement them, and not what prevents it. This is very important, because in practice the formation of the ideal state very often ends with the formation of the target state, because group members cannot overcome that barrier of pressing problems that prevents them from going beyond reality and fantasizing about how it could still be. It is in such cases that the participation of an external expert is very important. Thus, the target state of the KPSC and the spaghetti diagram are formed. The only point is the definition of information flows, which should be the final step in the formation of the target state CVSC. After building the pull logistics according to the principle of “determining the operation that sets the rhythm”, information flows are determined, i.e. frequency, methods, roles and places when sending signals about the need to manufacture a certain number of products and receiving feedback.

Step-by-step formation of KPSC

It is necessary to form the CPS of an ideal state from the last operations of the technological chain: from the end of the stream. The campaign involves the consistent application of the principles of the formation of the future state (those related to material flows) for each operation. The word “step-by-step” in the title means that until the brainstorming session on a particular stage of the process is fully completed, the group does not begin to consider the next one. The step-by-step state formation algorithm can be represented as the following block diagram (Figure 2.8). As already stated, all stages of the process (operation) are considered in turn, the possibility of excluding or combining with another, as a rule, neighboring operation of the flow, is determined. This step involves determining the need for this operation and the possibility of physically combining operations adjacent to the KPSC to build a continuous flow. Physically combining or placing two operations in close proximity will allow you to build a continuous flow of one-off products (without the presence of work in progress), on the principle of FIFO (first in first out or “first in, first out”). In other words, it will help to ensure the immediate transition of the finished product from the previous operation to the next one, reducing the time for transportation and inter-operational stocks.

Fig.2.8 Algorithm for generating a step-by-step state

Where possible, it is necessary to form a cell, which is also a kind of one-piece flow, and align the loading of operations under the previously calculated time. If it is not possible to balance the load (due to the peculiarities of the technology or equipment), the focus of work is directed to the principle of "management of the pull system": the methods, methods and frequency of delivery of products between operations are determined, stocks are calculated, and the procedure for signaling the need for manufacturing is determined. the required number of items. The ideal state is visualized step by step as a new CVCC. After the formation of the ideal state, the group forms the target state, the one that is required at the present time.

A value stream is depicted as an end-to-end set of value-adding activities that create a common result for a customer, stakeholder, or end user. In modeling terms, these value-adding activities are represented by flow creation steps, each of which creates and adds additional elements.

Value stream goals

This method is a component of the business ecosystem and describes how a stakeholder obtains the value of a product. Unlike many previous attempts to describe stakeholder value, flows take the perspective of the initiating stakeholder rather than the internal value chain or process. On this basis, value streams can be cross-matched to provide a picture of what and how an organization must do in order to achieve a certain product value.

Components

The schemes to which the article is devoted are end-to-end representations of how value is achieved for the external or internal side of the process. The value creation process flow begins with the definition of a value proposition delivered to stakeholders. Stakeholders in a thread can take two forms:

• A requester is a person or organization that initiates and typically participates in a flow.
• A stakeholder is a person or organization that either provides or facilitates aspects of the value generated in a value stream, or that can derive ancillary benefits from it.

In addition, this process consists of stages, which are elements of an iterative price that are charged to deliver value throughout the flow, ultimately forming an offer.

Similar Concepts

Building a value stream often involves cross-matching with stakeholders and opportunities. These cross-matchings allow practitioners to better identify the people and organizations to (or from) that value is being provided. For example, the inclusion opportunities associated with each stage of the flow produce outcomes that collectively contribute to the creation of an element of value at that stage.

In addition, many practitioners equate value streams with business opportunities. This makes it easier for individual organizations to understand what the whole company is doing.

Possible confusion

There are many misconceptions about the definition of a value stream. They can be divided into 3 types.

• Threads are not processes. Rather, according to the supporters of this misconception, they are not presented in the form of diagrams. technological processes. In fact, it is quite clear that a value stream is a process in the sense that it is a complex set of activities that lead to a customer outcome.
• Flows are not related to the Lean concept, but are a separate value mapping methodology. In fact, this is not the case, and linking this methodology to lean manufacturing (referred to in the West by the word Lean) as a process-based practice that aims to identify unnecessary costs. The value stream is more high level identifying how the stakeholder obtains value. It often also includes a schematic representation of the sequence of activities required to design, manufacture, deliver a product, or serve a customer. Despite the similarity in name to the business building flow, the main goal of the methodology to which this article is devoted is to document, analyze and improve the acquisition of information or materials necessary to produce a product or service for a client.
• It is not (and is not suitable) for broader architectural purposes, such as representing critical activities (or milestones) that progressively come together to create stakeholder value or cross-match these milestones with opportunities. This statement is also misleading.

• Absolutely all types of value stream are not internally focused. Some methodologies refer to this technology as providing intrinsic value. While this may be true in certain contexts, the aim of most practitioners is to focus on stakeholders outside the organization.
• Value streams are not customer journey maps. Although they, like travel maps, take on external interest, they tend to describe different sets of information. Journey cards typically seek to describe emotions, intentions, and individual interactions with a client. Such maps have no architectural significance. Building a value stream, in contrast, provides a coherent, foundational view of the entire value creation process, and therefore plays a huge role in terms of business architecture.

Alignment of agile methodologies

This concept is especially important for agile methodologies, which often aim to focus as much as possible on customer or business value. Specific forms of agile methodologies, such as the Scaled Agile Framework, include the value stream as a way of representing a basic view of the business. This approach encourages a shared level of understanding that allows interaction across multiple disciplines, creating a more coherent and simplified view of the organization.

Flow Mapping

Flow mapping is a lean management technique for analyzing the current and future state of a series of events that are directly related to a product or service from the very beginning until they reach the customer. Flow focuses on areas of the firm that add value to a product or service, while value chains refer to all activities within a company. At Toyota, this method is known as material and information mapping.

Purpose of mapping

The goal is to identify and reduce "waste" in value streams, thereby increasing the efficiency of this data stream. Waste disposal is designed to increase productivity by creating more compact operations, which in turn make it easier to identify cost and quality issues.

Practical value

The practical effect of lean manufacturing techniques, including value stream design and mapping, is very high, which allows these technologies to be very popular all over the world. Although these techniques are often associated with manufacturing, they are also used in logistics, supply chain, service industries, healthcare, development software, Food Industry, as well as in the organization of administrative and office processes.

Example

You won't have to go far for an example of a value stream, you just need to carefully consider the illustrations in this article. The standard flow shape assumes that value-adding stages will be placed in the center of the map, and missing-value stages will be represented by vertical lines at right angles to the center. In this way, the activity becomes easily divided into a value stream, which is the focus of one type of attention, as well as stages of "waste", which should be paid attention to separately. The thought here is that non-value-adding steps are often set up or taken away before the value-adding step and associated with the person or machine/workstation that performs that value-adding step. Therefore, each vertical line represents the "story" of a person or workstation, while the horizontal line represents the "story" of the product being created.

Value stream matching is a recognized technique used within Six Sigma methodologies.

What is Lean Manufacturing

Lean manufacturing, often referred to as Lean, is a systematic method of minimizing costs in a manufacturing system without sacrificing performance. It also takes into account the costs created by uneven workloads. When working from the perspective of a customer who is consuming a product or service, "value" is any activity or process that the customer is willing to pay for.

Lean allows you to see what adds value while reducing everything else that doesn't. This management philosophy is derived mainly from production system Toyota (TPS) and identified as Lean only in the 1990s. TPS is known for focusing on reducing Toyota's upfront costs to improve overall customer value, but there are differing perspectives on how this is best achieved. Steady growth of Toyota, which has come a long way from small company to the world's largest automaker, has focused on exactly how it has been so successful. The answer is simple and concise: thanks to value stream analysis and other lean manufacturing techniques.

How to build a value stream map.

This is a step-by-step guide to mapping the current state of your value stream, the first step in your journey to achieve the ideal state of your value stream and a truly lean management system. Your current state value stream map is the result of a team effort that is made up of people involved in a process, a real process, not an expert locked in a room with stacks of process documents.

• selection of a product (product family) for building a map
• value stream map notation
• process boundary definition
• process steps
• information flows
• process data
• calculations to fill the time scale
• multiple providers and consumers
• data interpretation
• next steps (ideal and future state maps)

What is a Value Stream Map (VSM)

Your value stream map is a representation of the flow of materials from supplier to customer through your organization, as well as the flow of information. It allows you to see at a glance delays in your process, any obstacles and excess inventory. Your current state value stream map is the first step in working to achieve your organization's ideal state.

How to build a value stream map?

Building a value stream map is a team job and should involve people from all parts of the process being described. This work should be directed and led by an expert who has experience in value stream mapping. The value stream map is built by hand, “in pencil” (you may need to make frequent changes and adjustments) on an A3 sheet. It is better to do it manually and involve the whole team in this work, instead of giving all the information to an expert and waiting for him to return with the finished result.

A step-by-step guide to building a value stream map

Select a product or product family

First, you must decide which stream you want to map, and in a company that makes a variety of products, you need to do a bit of preparatory work to determine which product or product family you will be mapping for. We may decide to build a map for products that have a maximum output or give highest income, or we can look at the product range from a strategic point of view to understand what we will have to work on the most in the future, or we can be guided by the desires of our consumers.

If we have an extensive range of products, we may wish to start with a product family analysis, which is a simple overview of our products and what processes they go through. It is not necessary to analyze the entire range, in order to decide which products to analyze, use the Pareto principle (for production in pieces, in money, or both). This analysis can help us group together products that move through our processes along the same routes. We can then focus our value stream map on either individual product, or on a family of products that follow the same route.

Value stream map notation

The figure shows the most commonly used symbols of the value stream map and what they mean. You do not need to use these specific characters. If you have symbols that are more suitable for your processes and more understandable, then use them.

Process boundaries

We need to define the limits of the map, most value stream maps go through the organization from the supplier to the customer, and these should be the first blocks you put on the map in order to limit the process. It is possible to build a value stream map for the entire supply chain, in which case the start and end points for your process map can be raw materials and end users, in which case instead of blocks describing process steps, you will use blocks describing individual companies.

Process steps

Once you have established your process boundaries, you need to define your process steps for your map. Some recommend going through the process from consumer back to supplier, or some other way, but frankly it doesn't really matter which way you do it.

Process steps are the various operations that are performed on a product, which usually take place in one place and have one entry point for raw materials and one exit point for the finished semi-finished product or product. We do not break down each operation into separate tasks; there are other process description techniques, such as flow charting, that are better suited to analyze this level of detail.

Add information flow to your value stream map

One feature that distinguishes VSM from most other process description methods is the inclusion of information flow in the map. We need to add information to the map about how a customer orders a product, how often and how the information is communicated, and how we communicate this further to our suppliers. We also add details on how we then communicate requirements information to our processes to ensure we produce exactly what the customer wants.

Process Data Collection

Now we need to think and work a little, to ensure that the team collects data on the performance of each stage of the process. Here are the typical data that is usually collected:

• reserves
• cycle time (how long does it take to make one edition / one product
• changeover time (from last good item to next good item)
• availability (readiness of equipment for operation)
• number of operators
• work shifts
• net available working time
• percentage of marriage
• package size / pallet size
• lot size

Select measurements that are relevant to your process and record real data at work stations, try to avoid "historical" data wherever possible, collect the data yourself. If you are using time period data and other data from the "system" to save yourself time, isolate that data and make sure you go back and confirm that information as you work. Record this data in the "data block" on your value stream map.

Stocks

Inventory and overproduction are the two largest of the seven types of waste, and they occur when we have problems in our manufacturing process. We use surplus inventory to hedge against in-process problems, so care must be taken when collecting inventory data. When you're carefully counting supplies to fill your map, it's not surprising to find pallets of supplies in strange places due to preexisting problems or unforeseen circumstances.

time scale

We fill in the time scale in order to obtain information about the total duration of the process and the inventory turnover in the process; we use the stock between each pair of milestones and the daily demand to calculate the number of days of stock and put that data at the top of the timeline, this will allow us to calculate total time order fulfillment. Then the cycle times for a single item (product) for each stage are indicated at the bottom of the time scale, and all of them can be added in order to calculate the processing time.

At this point, the typical result will be a lead time of a few days to a few weeks, with a turnaround time of only a few minutes, highlighting just how much waste there is in our system.

This will give us a complete map of the current state of the value stream. Now the real work can begin.

Multiple Suppliers and Customers in a Value Stream Map

The value stream map above is just a tutorial example of a map with one customer and one supplier. Much more often we are dealing with many suppliers and customers, and it may be necessary to draw more than one counterparty. In this case, the process remains the same, but when you calculate time against a time scale, use the worst possible inventory. If you have many suppliers, it makes sense to concentrate on the most important suppliers and group them into similar groups, such as "fasteners".

You will most likely still be able to portray multiple customers as one, or, if desired, as groups of customers with similar requirements, such as "weekly order" or "monthly order".

Value Stream Map Interpretation

The stages data blocks and the timeline contain a lot of information about our process, in one document you can see the location of problem areas, such as:

• surplus stocks
• long cycle time
• low availability
• excess changeover time
• low level of quality / many alterations

Mapping the Ideal and Future State of the Value Stream

The problems noted above can be solved one by one, but what we really need is a vision of the state we want to get to so that we can focus our efforts on achieving an agreed "ideal state". The expert-led team must map the ideal state of the value stream. This map should depict what the absolute ideal of the process to be achieved should be, and this should be agreed with top management as ultimate goal your value stream mapping work. This ideal state will become more of a single cell, as opposed to isolated functional units in different parts of the plant with daily (or maybe more) delivery to the customer and from the supplier. Kanbans can be used to eliminate the need for planning and scheduling, and there are many other ideas worth considering.

Once you have established an ideal state, you can start planning to achieve your overall vision of what the process should be. The easiest way to do this would be to plan for a series of improvements that would take 2-3 months each, and you could use your value stream map to communicate what you want to do. Use the kaizen improvement symbol on your current state map to highlight the areas you want to improve, for example, reduce final test setup time from 20 minutes to 5 minutes, your drive to implement the intended improvements will become the future state of the value stream map. You may need several iterations of the future state map before you finally reach your ideal state.

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Original article "Creating a Value Stream Map". Information about the author is available on the same page.