More Related Content Similar to Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution) (20) More from TKMG, Inc. (20) Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)17. Value Stream Walk #1
• Purpose – To identify:
– What? (Processes)
• High level description of the work accomplished
• Work received; work passed on
• Aim for 5‐15 process blocks across the value stream
– Who? (Functions involved)
– When? (Sequence and handoffs)
•
•
•
•
Avoid getting into the details
Approach from a place of humility and curiosity
Capture thoughts, but avoid problem solving
Entire team walks & stays together
© 2014 The Karen Martin Group, Inc.
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24. 2nd Walk ‐ Gain a Deeper Understanding
• Work input & output; trigger; prioritization
• 3 key metrics for each process block:
– Process Time (PT)
– Lead Time (LT)
– Percent Complete & Accurate (%C&A)
• WIP – quantity of work‐in‐process (queued work)
• Information flow; IT Systems used
• Significant barriers to flow
– Batching, system downtime, inaccessible resources,
long setup, etc.
• # of people who do the work (if relevant)
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35. Golden State Equipment, Inc.
Capital Equipment Value Stream
Metric
Current State
Timeline PT
Projected %
Improvement
46.0 hours*
Timeline LT
Projected
Future State
44.0 days*
LT – RFQ
(CS blocks 2-4)
LT – PO-Dev
(CS blocks 6-10)
Activity Ratio
(full value stream)
Rolled %C&A
11 days
27 days
13.1%
4.8%
* Specify whether business hours or clock hours; whether business days or calendar days.
** Based on 1,000 orders per year and 1,950 available work hours per employee per year.
© 2014 The Karen Martin Group, Inc.
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39. Value Stream Mapping Charter
Scope
Accountable Parties
Logistics
Executive
Allen Ward
Sponsor
Value Stream Capital equipment
Specific Engineer to order, requires both hardware &
Conditions software customization
Event Dates July 24-26, 2013
& Times 8:00 am - 5:00 pm
Value Stream
Nancy Little
Champion
Demand Rate 1,000 per year
Base-camp
Surf's Up - Room A
Location
Facilitator Dave Parks
Trigger Customer submits RFQ
First Step Sales reviews the RFQ
Logistics
Dave Parks
Coordinator
Last Step Production ships product
Boundaries & No new software; only minor changes to existing IT
Limitations systems; no additional staff; no budget changes
Meals
Continential breakfast & lunch
Provided
Briefing ** Allen W (COO), Joe M (CIO),
Attendees Sal T (VP Sales)
** required * Bruce R (VP Ops), Carlos P
*optional (HR), Su T (CFO), Bill M (VP CS)
Improvement Time Future state design is fully realized by
Frame December 31, 2013.
Current State Problems & Business Needs
Briefing
July 24, 25, & 26
Dates &
4:00-5:00 pm
Times
Mapping Team
1 Desire to stay ahead of the competition & deepen customer loyalty.
Function / Title
Name
2 Forecasted growth of 15% for next fiscal year.
1 Sales, Director
Sean Michaels
3 Unclear & incorrect information flowing through value stream.
2 IT, Director
Diana Marie
4 Lead time for RFQ turnaround = 2 weeks; PO to software dev = 5 weeks
3 Finance, Controller
Dave Gerald
5 (Competition's RFQ LT is 1 wk and PO to delivery is 4 wks)
4 Scrum Master
Ryan Austin
5 Engineering, Vice President
Nancy Little
1 Reduce RFQ lead time by a minimum of 50%.
6 Manufacturing, Director
Ambreen Motiwala
2 Reduce PO to software development lead time by a minimum of 50%.
7 Customer Service, Manager
Danny Tran
3 Improve quality of information flowing throughout value stream.
8 Customer (contract manufacturer)
Contact Information
JR Hunt
Goals & Measurable Target Conditions
4
9
5
10
Benefits to Customers & Business
On-Call Support
1 Faster delivery; less hassle; less cost.
Function
Name
2 Better working relationships between sales, estimating & engineering.
1 Planning / Purchasing, Planner Lourdes Dwyer
3 Freed capacity to absorb additional business w/o increasing staff.
2 Production Supervisor
4
Contact Information
3
5
Tom St. James
4
Relevant Data
Agreement
1 Sales effectiveness: RFQ conversion rate.
Executive Sponsor
Value Stream Champion
Facilitator
2 Financial: Estimate-to-actual cost comparison.
3 Operational: LT in segments (RFQ to quote; PO to development).
Signature:
Signature:
Signature:
4
Date:
Date:
Date:
© 2014 The Karen Martin Group, Inc.
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46. Value Stream Transformation Plan
Value Stream Outpatient Imaging
Scheduled Review Dates
Executive Sponsor Allen Ward
Value Stream Champion Paul Scanner
Value Stream Mapping Facilitator Dave Parks
1-Nov-12
21-Nov-12
13-Dec-12
Date Created 10/18/2012
FS VSM
Block #
Measurable Target
10-Jan-13
Proposed Countermeasure
Exec.
Method*
Owner
Improve quality of referral to 85%
Implement standard work for referral
process
KE
Cross-train and co-locate work teams
Proj
Only one check in per patient
Collect copays in Imaging
KE
Reduce wait time in waiting area by 50% Balance work / level demand
KE
Eliminate 6 hour lead time associated
with transcription step
Implement voice recognition technology
Proj
Eliminate redundant data entry
Auto populate between PACS and
Meditech
Proj
Visually managed inventory; no outages
or expired items
5S CT supplies area; implement kanban
KE
Reduce imaging LT to one hour
Value-stream specific radiologists
Proj
Reduce report delivery LT to 30 minutes
Increase % of physicians receiving
electronic delivery
Proj
Reduce LT at image review to 1 day
Visual metrics and indicators
JDI
9
10 11 12
Status
Martha
Allen
7
8
Martha
Allen
8
7
Michael
O'Shea
6
6
Dave
Gerald
5
5
Dave
Gerald
7
4
Dianne
Marie
6
3
Ryan
Austin
4
2
Dianne
Marie
4
1
Sean
Michaels
Reduce lead time between scheduling
and preregistration step to 45 minutes
Planned Timeline for Execution
Dave
Gerald
2
3,4
Agreement
Executive Sponsor
Value Stream Champion
Value Stream Mapping Facilitator
Signature:
Signature:
Signature:
Date:
Date:
Date:
* Execution Method = JDI (Just-do-it), KE (Kaizen Event), or Proj (Project)
© 2014 The Karen Martin Group, Inc.
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