Contenu connexe Similaire à Value Stream Mapping - Strategy Before Tactics (20) Value Stream Mapping - Strategy Before Tactics3. Value Stream Mapping’s Roots
Mike Rother & John Shook, 1999 Beau Keyte & Drew Locher, 2004
Whenever there is a product for a customer,
there is a value stream.
The challenge lies in seeing it.
— Mike Rother & John Shook, Learning to See
© Karen Martin & Associates, LLC 3
4. Value Stream Defined
Value Stream: All of the activities, required to fulfill a
customer request from order to delivery (and beyond to
cash received).
Value Stream
Process Process Process
Custom er
Customer Customer
Request Receipt
4
© Karen Martin & Associates, LLC
6. Value Stream Mapping Benefit #1:
Seeing the Whole
60,000 foot view; Rooftop view
© Karen Martin & Associates, LLC 6
8. Value Stream Mapping Benefit #1:
Seeing the Whole
60,000 foot view; Rooftop view
© Karen Martin & Associates, LLC 8
9. Truth Value Stream Mapping
Truth Benefit #2
Truth
Truth
Truth
Truth
Truth
How are we really performing? Truth
What’s our customer really experiencing?
© Karen Martin & Associates, LLC
Truth 9
12. Problems Nearly Always Extend Outside the
Functional Silos in Which They’re Discovered
© Karen Martin & Associates, LLC 12
14. Value Stream Mapping Benefit #4:
Metrics-Based
What are you
going to do to
change the
numbers?
© Karen Martin & Associates, LLC 14
15. Outpatient Imaging Value Stream
Projected Results
Current Projected %
Metric State Future State Improvement
Lead Time 32.5 hrs 11.3 hrs 65%
Process Time 56 mins 43 mins 23%
Percent Activity 2.9% 6.3% 117%
Rolled First
29% 40% 38%
Pass Yield
# Macro Steps 14 11 21%
Tech turnover
100% 25% 75%
(annual)
Note: Freed capacity (PT reductions) allowed the organization to earn
$500,000 additional annual revenue w/o increasing staff.
© Karen Martin & Associates, LLC 15
16. Value Stream Mapping Benefit #5:
Strategy Before Tactics
Where am I?
Where do I want
to go?
?
Which route
?
should I take? ?
I‐80 option I‐40 option I‐70 option
© Karen Martin & Associates, LLC 16
17. The Work We Do:
Degrees of Granularity
Rooftop Value Value Stream
View Map
(Strategic) Stream
Process Process Process
In the Metrics-Based
Weeds Step Step Step Process Map
(Tactical)
© Karen Martin & Associates, LLC 17
18. Value
Stream
Mapping
Projects,
Kaizen Events,
Just‐Do‐Its
© Karen Martin & Associates, LLC 18
20. ABC Widget Value Stream
Key VSM Components: Current State Map
Demand = 1,800/year
Manufacturing 08/08/2012
Facilitator: Sally Parker
Information Flow
Production
SUPPLIER Control CUSTOMER
1
Product Flow
Process 1 I Process 2 I Process 3 I Process 4
2
Hours Hours Hours Hours LT
Timeline
3 Minutes Minutes Minutes Minutes PT
© Karen Martin & Associates, LLC
21. Key VSM Components:
XYZ Value Stream
Current State Map
Demand = 250/year
Information Flow
Office / Service 08/08/2012
Facilitator: Robert Parker
CUSTOMER
1
I.T. I.T. I.T.
Product Flow
Process 1 Process 2 Process 3 Process 4
2
Timeline
PT
3
LT
© Karen Martin & Associates, LLC
22. Current State Value Stream Map Demand = 15 per day
Outpatient Imaging Services
Customer Demand:
15 patients per Day
(Takt Time 1920 seconds)
Pre-register Schedule 8 hours per day
Patient Appointment
Referring
Hospital
Physician
4 1
Lead Time = 24 days 5 3 Lead Time = 990 mins. 6 2 Lead Time = 12 mins.
Cycle Time = 30 mins. Cycle Time = 11 mins. % C&A = 65 %
Lead Time = 990 mins. Lead Time = 12 mins.
% C&A = 100 % % C&A = 98 %
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Symposium E Pay Excel ADS Meditech Internet Fax Order PACS
Waiting Room Auto Fax 50%
Solutions
Management Us Mail 25%
System
MD Mailbox 25%
Rework Loop
via Fax 25% of
the time
Prep Complete Transmit Read/Dictate Transcribe Review Print Send
Check-in Check-in
Patient Exam Images Exam Report Draft/Sign Reports Reports
Patient Patient
(Tech) (Tech) (Tech) (Radiologist) (MDI) (Radiologist) (Imaging) (Imaging)
(Admitting) (Imaging)
5 mins.
5 5 mins. 6 45 mins. 7 30 mins. 8 5 mins. 9 248 mins. 10 365 mins. 11 960 mins. 12 110 mins. 13 120 mins. 14
5 3 2 2 2 2 6 2 2 6
Cycle Time = 2 mins. Cycle Time = 1 mins. Cycle Time = 10 mins. Cycle Time = 15 mins. Cycle Time = 3 mins. Cycle Time = 15 mins. Cycle Time = 5 mins. Cycle Time = 1 mins. Cycle Time = 1 mins. Cycle Time = 3 mins.
% C&A = 90 % % C&A = 98 % % C&A = 100 % % C&A = 90 % % C&A = 100 % % C&A = 95 % % C&A = 75 % % C&A = 95 % % C&A = 99 % % C&A = 90 %
5 minutes 45 minutes 30 minutes 5 minutes 248 minutes 365 minutes 960 minutes 110 minutes 120 minutes L/T = 13464 minutes
2 minutes 11520 1 minutes 10 minutes 15 minutes 3 minutes 15 minutes 5 minutes 1 minutes 1 minutes 3 minutes VA/T = 11576 minutes
minutes
Rolled First Pass
yield = 29%
© Karen Martin & Associates, LLC
23. Value Stream Mapping Process
Define Products (good or services) with
Product Family common process steps
Foundation (the basis) for the
Document Current future state; 70‐80% accurate is
State acceptable (directionally correct)
Create flow by eliminating waste
Design Future (now obvious from your
3 Day
State current state map); typically 3‐6
Repeat
Event months out
Create Include accountability and
Implementation Plan timeframes for completion
Implement! The goal of mapping!
24. Value Stream Mapping Charter
Event Scope Leadership / Coordination Schedule
Executive 3 days typically; sequential is
Value Stream Contract processing, rebate processing, etc. VP or C-level Event Date(s)
Sponsor best
Specific What circumstances you're including and Value Stream If needed - often Director or Start/End
6 hrs minimum; 7 or 8 is best
Conditions excluding? (type of cust, time of year, etc.) Champion Manager level Times
Customer Demand How many times is this done per wk, qtr, mo, or yr.?
Facilitator Skilled person leading the activity Location Need ample wall space
Trigger What need does the value stream address?
First Step Task on first process block Meals Always a nice touch; keeps
Team Lead Not always needed
Last Step Task on last process block Provided? the team from wandering.
Boundaries & Interim Aid in consensus building and
What is the team NOT authorized to change? The person arranging logistics
Limitations Briefing(s) organizational learning.
Coordinator (reserving the room, ordering food,
FS Implementation sending meeting notices, etc.) Briefing List required attendees; others
Typically 90-120 days
Timeframe Attendees are optional
Event Drivers Mapping Team
1 Why are you doing this? What are the current state issues? Function Name Contact Information
2 1 Leadership-heavy
3 2
4 3
5 4
Goals & Measureable Objectives 5
1 Aim for objectives w/ measurable targets (from X to X). 6
2 7
3 8
4 9
5 10
Planned Deliverables On-Call Support
1 Current state VSM Function Name Contact Information
2 Future state VSM 1 SMEs that may not be needed full time
3 Implementation Plan 2
4 3
5 4
Potential Obstacles Approvals
1 …to the team's success with the mapping activity. Executive Sponsor Value Stream Champion Facilitator
2
3 Signature: Signature: Signature:
4 Date: Date: Date:
24
25. Team-Based Improvement Activities
Rules of Engagement
1. The team starts and ends the day together; begin and end breaks
together.
2. No interruptions or distractions – 100% focus; phones on silent; no
email; no texting.
3. Rank has no privilege.
4. Seek the wisdom of ten instead of the knowledge of one.
5. Use creativity before capital (in designing improvements).
6. Finger-pointing and blame has no place: “It is what it is.”
7. Respectful disagreement is encouraged. (It’s OK to disagree; it’s not
OK to be disagreeable.)
8. No veto power from outside the team.
9. No silent objectors; don’t leave in silent disagreement.
10. One conversation at a time; no side bars.
11. What’s said in the room stays in the room.
12. Ask Why? Why not? What if?
13. Ban “Can’t” and “No, because…” from your vocabulary. Think/say:
“Yes, if…”
14. Ban internal, silo’d thinking; think externally (customer); value stream.
25
26. Step 1 – Label Map
• Label your map in upper right corner:
– Value stream name
– Current or future state
– Customer demand (volume of work per time
period)
– Takt time (if relevant)
– Date
– Facilitator’s name (and/or team)
© Karen Martin & Associates, LLC 26
27. Takt Time:
The Key to Continuous Flow
Available work time
Takt time =
Customer demand
480 minutes/day
Takt time = = 10.7 mins
45 new accounts/day
“Touch Down”
OR…
Time Available divided by what Kustomer Takes
27
© Karen Martin & Associates, LLC
28. Step 2 – Define Process Blocks
• Identify all blocks in the process (target 5-15 blocks)
– Each block (post-it) contains an activity or group of activities that
occurs before a significant break in the timeline occurs (typically
build up of WIP or handoff)
– Customer icon is placed in upper right or middle
• Upper right if supplier exists (supplier is placed in upper left)
• Middle position if a separate supplier doesn’t exist
– Supplier (if relevant) is placed in upper left
– Activity format is verb/noun – what happens to what
– Include the function who performs the task
– If relevant, include number of workers who perform the task
– Include any major barriers to flow – batches, shared/inaccessible
resources, system downtime, etc.
– When possible, walk the process!
© Karen Martin & Associates, LLC 28
29. Step 3 – Define I.T. Systems
• Identify all I.T. systems used in the process and
information flow
– For most VSMs, these are placed above the process
blocks
– In very complicated VSMs with two rows of process
blocks, I.T. systems can be placed between the rows, if
necessary.
– Note any scheduling that occurs (calendar, system, etc.)
– Who tells whom to do what? How do they tell them?
© Karen Martin & Associates, LLC 29
30. Current State Value Stream Map Outpatient Demand = 15 per day
Imaging Services
Customer Demand:
15 patients per Day
(Takt Time 1920 seconds)
Pre-register Schedule 8 hours per day
Patient Appointment
Referring
Hospital
Physician
4 1
Lead Time = 24 days 5 3 Lead Time = 990 mins. 6 2 Lead Time = 12 mins.
Cycle Time = 30 mins. Cycle Time = 11 mins. % C&A = 65 %
Lead Time = 990 mins. Lead Time = 12 mins.
% C&A = 100 % % C&A = 98 %
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Symposium E Pay Excel ADS Meditech Internet Fax Order PACS
Waiting Room Auto Fax 50%
Solutions
Management Us Mail 25%
System
MD Mailbox 25%
Rework Loop
via Fax 25% of
the time
Prep Complete Transmit Read/Dictate Transcribe Review Print Send
Check-in Check-in
Patient Exam Images Exam Report Draft/Sign Reports Reports
Patient Patient
(Tech) (Tech) (Tech) (Radiologist) (MDI) (Radiologist) (Imaging) (Imaging)
(Admitting) (Imaging)
5 mins.
5 5 mins. 6 45 mins. 7 30 mins. 8 5 mins. 9 248 mins. 10 365 mins. 11 960 mins. 12 110 mins. 13 120 mins. 14
5 3 2 2 2 2 6 2 2 6
Cycle Time = 2 mins. Cycle Time = 1 mins. Cycle Time = 10 mins. Cycle Time = 15 mins. Cycle Time = 3 mins. Cycle Time = 15 mins. Cycle Time = 5 mins. Cycle Time = 1 mins. Cycle Time = 1 mins. Cycle Time = 3 mins.
% C&A = 90 % % C&A = 98 % % C&A = 100 % % C&A = 90 % % C&A = 100 % % C&A = 95 % % C&A = 75 % % C&A = 95 % % C&A = 99 % % C&A = 90 %
5 minutes 45 minutes 30 minutes 5 minutes 248 minutes 365 minutes 960 minutes 110 minutes 120 minutes L/T = 13464 minutes
2 minutes 11520 1 minutes 10 minutes 15 minutes 3 minutes 15 minutes 5 minutes 1 minutes 1 minutes 3 minutes VA/T = 11576 minutes
minutes
Rolled First Pass
yield = 29%
VSM Champion: Paul Scanner Created:
July 17, 2007
© Karen Martin & Associates, LLC
31. Step 4 – Number the Process Blocks
• Number the process blocks
• Connect the customer and supplier,
process blocks and I.T. systems
– “Lightning bolt” arrow for electronic/automatic
information flow
– Regular arrow for push systems
– “Hollow” arrow for product flow
• If parallel processes exist, use alpha
modifiers – e.g. 8A, 8B, etc.
© Karen Martin & Associates, LLC 31
32. Step 5 – Add Data
• Add key metrics for all process blocks
– Process Time (PT)
– Lead Time (LT)
– Percent Complete & Accurate (%C&A)
• Add work-in-process (WIP) at every step.
© Karen Martin & Associates, LLC 32
33. Key Metrics: Time
• Process time (PT)
– The time it takes to actually perform the work, if one is able to
work on it uninterrupted
– Includes task-specific doing, talking, and thinking
– aka “touch time,” work time, cycle time
• Lead time (LT)
– The elapsed time from the time work is made available until it’s
completed and passed on to the next person or department in
the chain
– aka throughput time, turnaround time, elapsed time
– Includes Process Time, not merely waiting time.
© Karen Martin & Associates, LLC 33
34. Key Metrics: Time
Scenario 1
Lead Time (LT)
Work Process Time (PT)
Work passed to
Received next step
LT = PT + Waiting / Delays
© Karen Martin & Associates, LLC 34
35. Key Metrics: Time
Scenario 2
Lead Time (LT)
Process Time
Work Work passed to
Received next step
LT = PT + Waiting / Delays
© Karen Martin & Associates, LLC 35
36. 3 Types of Work-in-Process (WIP)
Waiting Completed,
to be Currently but not yet
processed in process passed on
WIP
WIP WIP
Process 1 Process 2 Process 3
Step 2’s WIP
36
© Karen Martin & Associates, LLC
37. Current State Value Stream Map
Purchasing — Non‐repetitive purchases less than $5,000
WIP only noted at the 3
Inititate Req. 1
steps where it has
Originator
31
PT = 10 mins.
accumulated.
C&A = 10%
Supplies
Hard Copy
Vendor
Form File File Maker Quicken Excel ERP
Website
Data Entry
Review 4 Enter 7 Approve in 8 Submit PO
Review 2 3 Review 5 Review 6 9 10
Review Req. 20 Reqs Requisition 10 Reqs ERP 63 Reqs to Supplier
Budget Requisition Requisition Requisition
External
Corp Purchasing Supplier
Sys Engineer Admin Asst Corp Purchasing
Finance Supervisor IS Manager Financial Mgr Manager
6 2 1 1 1 1 1
6
2 hrs. PT = 5 mins. 4 hrs. PT = 5 mins. 40 hrs. PT = 5 mins. 8 hrs. PT = 5 mins. 8 hrs. PT = 10 mins. 4 hrs. PT = 15 mins. 24 hrs. PT = 5 mins. 56 hrs. 80 hrs. PT = 20 mins.
PT = 15 mins.
C&A = 60% C&A = 95% C&A = 90% C&A = 100% C&A = 95% C&A = 98% C&A = 90%
C&A = 98%
0.25 days 0.5 days 5 days 1 days 1 days 0.5 days 3 days 7 days 10 days LT = 28.4 days
5 mins. 5 mins. 5 mins. 5 mins. 10 mins. 15 mins. 5 mins. 15 mins. PT = 65 mins.
AR = 0.477%
RFPY = 4.2%
PT = Process Time
LT = Lead Time
Customer Demand: C&A = % Complete & Accurate
615 requisitions per y ear AR = Activ ity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Y ield
© Karen Martin & Associates, LLC
38. Key Metrics: Quality
• %Complete and Accurate (%C&A)
– % of incoming work that’s “usable as is”; the
downstream customer can perform task without
having to “CAC”:
• Correct information or material that was supplied
• Add information that should have been supplied
• Clarify information that should have or could have been
clearer
– Determined by the person receiving the input; metric
goes on the output block.
– Measured by the immediate downstream customer
and all subsequent downstream customers.
– Similar to first pass yield in manufacturing.
© Karen Martin & Associates, LLC 38
39. Post‐it Conventions
Process #
Process
(Verb/Noun)
Function
# Staff (if
relevant)
Significant
Barriers to flow
Process Time
%C&A
Lead Time
© Karen Martin & Associates, LLC
40. Step 6 – Create Timeline
• Create timeline
• Calculate summary metrics
– Timeline PT Sum
– Timeline LT Sum
– % Activity Ratio (AR)
– Rolled First Pass Yield (RFPY)
© Karen Martin & Associates, LLC 40
41. Concurrent Work / Parallel Flows
Process Process
LT = 8 hrs
Process Process Process
LT = 4 hrs
Bring longest lead time to the timeline,
unless it’s a “dead end step.”
41
© Karen Martin & Associates, LLC
42. Summary Metrics: Time
• Percent Activity (%Act)
– Also referred to as Activity Ratio
– The percentage of time anything is being done to the
work passing through the system (whether value-adding
or non-value-adding)
– %Act = (∑PT ÷ ∑LT) × 100
– 100 – %Act = % Time Work is Idle
– Common current state finding = 1-10% (across value
stream)
– Could also calculate %VA to show proportion of value-
adding time (often significantly lower than % Act).
© Karen Martin & Associates, LLC 42
43. Summary Metrics: Quality
• Rolled First Pass Yield (RFPY)
– The percent of value stream output that passes through
the process “clean,” with no “hiccups,” no rework
required.
– RFPY = (%C&A x %C&A x %C&A…) x 100
– Example: (0.80 x 0.50 x 0.99 x 0.75) x 100 = 29.7%
– Common current state finding = 0-15%
43
44. Summary Metrics: Labor Requirements
• Total PT
– Sum of all activities, not just critical path
• Labor Requirements
Total PT (in hrs) X # occurrences/year
# FTEs =
Available work hrs/year
Freed
= Current State FTEs – Future State FTEs
Capacity
* FTE = Full‐time Equivalent (2 half time employees = 1 FTE)
© Karen Martin & Associates, LLC 44
45. What do you do with freed capacity?
• If expanding market, absorb add’l work without increasing staff
• If flat market, reduce payroll through natural attrition
• Reduce paid overtime
• In-source
• Better work/life balance
• Slow down & think
• Innovate – create new revenue streams
• Conduct ongoing continuous improvement activities
• Do a better job with fewer errors and higher safety
• Get to know your customers better; build stronger supplier
relationships
• Mentor staff to create career growth opportunities
• Provide additional workforce development; cross-training
• Do the things you haven’t been able to get to; get caught up
• Collaborate with other areas
© Karen Martin & Associates, LLC 45
46. Step 7 – Determine VA & N Steps
• Identify all value-adding (VA) and
necessary non-value-adding (N) steps
– Add “VA” or “N” smaller post-it to relevant
process blocks
– All unnecessary non-value-adding blocks
remain unlabelled
© Karen Martin & Associates, LLC 46
47. Customer-Defined Value
• Value-Adding (VA) - any operation or activity
your external customers value and are (or
would be) willing to pay for.
• Non-Value-Adding (NVA) - any operation or
activity that consumes time and/or resources but
does not add value to the product (good or
service) the customer receives.
– Necessary – support processes, regulatory
requirements, etc.; also referred to as “essential” or
“value-enabling.”
– Unnecessary – everything else - WASTE
© Karen Martin & Associates, LLC 47
48. Typical Current State Findings
Unnecessary Necessary NVA
NVA
Order Delivery
Value Add
Islands of activity (process times) within long lead times.
48
© Karen Martin & Associates, LLC
49. Current State Typical Findings:
Work Effort as Defined by the
External Customer
Unnecessary non-value
adding
Necessary non-value-
adding
Value-adding
© Karen Martin & Associates, LLC
50. Value Stream Mapping Process
Define Products (good or services) with
Product Family common process steps
Foundation (the basis) for the
Document Current future state; 70‐80% accurate is
State acceptable (directionally correct)
Create flow by eliminating waste
Design Future (now obvious from your
3 Day
State current state map); typically 3‐6
Repeat
Event months out
Create Include accountability and
Implementation Plan timeframes for completion
Implement! The goal of mapping!
51. Future State Design
• Goal: Eliminate all obstacles to flow (“the
thing” should never stop)
– Batches
– Rework
– Bottlenecks & WIP
– Handoffs
– Setup / changeover
– Physical layout
– Motion & transportation
© Karen Martin & Associates, LLC 51
52. Eight Wastes (Muda)
• Overproduction • Motion (people)
• Inventory • Transportation
• Waiting (material/data)
• Over‐Processing • Underutilized
people
• Errors
52
© Karen Martin & Associates, LLC
53. Eight Questions for
Future State VSM
1. What are the customer requirements? What’s the takt
time?
2. Will we produce to order or to finished goods
inventory? (In office/service sector, you’re almost
always producing to order.)
3. Where can continuous flow be put in place?
4. Where should pull systems be implemented?
5. What is the single point of scheduling?
6. How do we level the load and the mix?
7. What should the management time frame be?
8. What process improvements are necessary to achieve
the future state?
‐‐ Rother & Shook, Learning to See
© Karen Martin & Associates, LLC
54. Future State Design Considerations
• Eliminate steps / handoffs • Implement pull
• Combine steps • Create an organized, visual
• Create parallel paths workplace
• Alter task sequencing and/or • Reduce setup &
timing changeover
• Improve quality (error‐proof) • Eliminate motion &
• Eliminate unnecessary transportation
approvals / authorizations • Co‐locate functions based
• Stop performing non‐value on flow; create cells
adding (NVA) tasks (teams of cross‐functional
staff)
• Standardize work
• Balance work to meet takt
• Reduce / eliminate batches time requirements
54
© Karen Martin & Associates, LLC
55. Future State Value Stream Map Outpatient Demand = 15 per day
Imaging Services
Standard
Work Co-locate Customer Demand:
Work 15 patients perDay
Balance (Takt Time1920 seconds)
Schedule appt
Pre-register 8 hours per day
Referring
Hospital
Physician
3 1
Lead Time = 15 days 6 2 Lead Time = 45 mins.
Cycle Time = 11 mins. % C&A = 85 %
Lead Time = 45 mins.
% C&A = 98 %
Risk
Reduction
(Joint CT=Cycle Time
Commision) LT=Lead Time
%C&A=% Complete & Accurate
Symposium E Pay Excel Meditech Internet
Waiting Room
Fax Order PACS Auto Fax 80%
Solutions
Management Us Mail 15%
System MD Mailbox 5%
Pull System Value Stream 5S Rework Loop
(Supplies Alignment via Fax 10% of
Kanban) the time
Remove
Check in
and Reduce Work Batch
System Access Balancing Visual Reductions
Standard Workplace Voice
Work Set-up Continuous Recognition
Reduction Flow
Prep Complete Transmit Read/Dictate Review Print Send
Check-in
Patient Exam Images Exam Draft/Sign Reports Reports
Patient
(Tech) (Tech) (Tech) (Radiologist) (Radiologist) (Imaging) (Imaging)
(Imaging)
5 mins. 35 mins. 2
5 20 mins.
2
6 5 mins.
2
7 120 mins.
2
8 420 mins.
2
9 2 mins.
2
10 30 mins.
6
11
3 4
Cycle Time = 1 mins. Cycle Time = 10 mins. Cycle Time = 10 mins. Cycle Time = 2 mins. Cycle Time = 15 mins. Cycle Time = 1 mins. Cycle Time = 1 mins. Cycle Time = 3 mins.
% C&A = 98 % % C&A = 100 % % C&A = 90 % % C&A = 100 % % C&A = 95 % % C&A = 95 % % C&A = 99 % % C&A = 90 %
0.0833 hrs. 0.583 hrs. 0.333 hrs. 0.0833 hrs. 2 hrs. 7 hrs. 0.0333 hrs. 0.5 hrs. LT = 11.3 hrs.
1 mins. 10 mins. 10 mins. 2 mins. 15 mins. 1 mins. 1 mins. 3 mins. CT = 43 mins.
CT/LT Ratio = 6.32%
Rolled First Pass
yield = 40%
Note: Process Time (PT) is referred to as Cycle
Time (CT) on this map
© Karen Martin & Associates, LLC
56. Value Stream Mapping Process
Define Products (good or services) with
Product Family common process steps
Foundation (the basis) for the
Document Current future state; 70‐80% accurate is
State acceptable (directionally correct)
Create flow by eliminating waste
Design Future it is now obvious from your
3 Day
State current state map); typically 3‐6
Repeat
Event months out
Create Include accountability and
Implementation Plan timeframes for completion
Implement! The goal of mapping!
57. PACE Prioritization Matrix
Policy
21 5 10
I.T.
6 15
Easy 13 Process
Ease of Implementation
2 20
14
23 18 17 25
7
9
26
16 1 8
12
22
24 19
27 4
Difficult
11
3
High Low
Anticipated Benefit 57
58. Downloadable Excel Prioritization Chart
www.ksmartin.com/the‐outstanding‐organization
The Outstanding Organization: Achieving Focus
Chart Title Prioritization Chart To use this Template:
1) Enter the title of the chart in Cell B2
Number of Items 5 2) Enter the number of items (e.g. projects, improvement activities, etc.) in cell B4
4 3) Enter the item name and ranking information into A8-D8 and so on.
Organizational Degree of
Item Name Benefit Execution Ease Urgency*
Item 1 9 1 1 Prioritization Chart
Item 2 7 3 2
10
Item 3 5 5 3
Item 4 3 7 4 9
Item 5 1 9 5 8
7
Execution Ease
6
5
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
Organizational Benefit
* Degree of urgency is indicated by bubble size.
58
© Karen Martin & Associates, LLC
59. Future State Implementation Plan
Value Stream Outpatient Imaging Implementation Plan Review Dates
Executive Sponsor Allen Ward 11/1/2007
Value Stream Champion Sally McKinsey 11/21/2007
Value Stream Mapping Facilitator Dave Parks 12/13/2007
Date Created 10/18/2007 1/10/2008
Block Implementation Schedule (weeks) Date
Goal / Objective Improvement Activity Type Owner
# 1 2 3 4 5 6 7 8 9 10 11 12 Complete
Implement standard work for referral
2 Improve quality of referral KE Sean O'Ryan
process
Reduce lead time beween schedulingand Dianne
3, 4 Cross-train and colocate work teams PROJ
preregistration steps Prichard
Eliminate the need for two patient check- Michael
5, 6 Collect copays in Imaging KE
ins O'Shea
Dianne
6 Eliminate bottleneck in waiting area Balance work / level demand KE
Prichard
Eliminate lead time associated with
9 Implement voice recognition technology PROJ Sam Parks
transcription step
10 Eliminate batched reading Reduce setup required KE Sam Parks
Reduce inventory costs, regulatory risk Michael
7 5S CT supplies area; implement kanban KE
and storage needs O'Shea
12 Reduce delay in report delivery Implement additional fax ports PROJ Martha Allen
Increase percentage of physicians
12 Reduce delay in report delivery receiving electronic delivery (rather than KE Martha Allen
hard copy)
Approvals
Executive Sponsor Value Stream Champion Value Stream Mapping Facilitator
Signature: Signature: Signature:
Date: Date: Date:
© Karen Martin & Associates, LLC
62. Which comes first? A3 or VSM?
“We need to
“We have a
MAJOR
problem.”
e.g., losing market share
A3 VSM improve our
entire value
stream.”
e.g., new construction
“Let’s look at “Let’s explore
the entire
value stream.” VSM A3 this problem
in the value
stream.”
e.g., to look at overall
product quality and the e.g., why plans are so far off in
reason(s) for long lead times terms of construction logistics
© Karen Martin & Associates, LLC 62
63. For Further Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartinopex
Subscribe: www.ksmartin.com/subscribe
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