Contenu connexe Similaire à Value Stream Mapping: How to Visualize Work & Align Leadership for Organizational Transformation (20) Value Stream Mapping: How to Visualize Work & Align Leadership for Organizational Transformation2. Welcome!
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4. © 2013 The Karen Martin Group, Inc. 4
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8. © 2013 The Karen Martin Group, Inc. 8
“The new bible for value stream mapping and
improving organizational performance."
Art Byrne, former CEO, The Wiremold Company
and author, The Lean Turnaround
“Value Stream Mapping is an outstanding
guide for practitioners engaged in the
challenging work of improving the horizontal
flow of value across organizations.”
John Shook, Chairman & CEO, The Lean Enterprise Institute
and author, Learning to See
Jeffrey Liker, best‐selling author, The Toyota Way
“Karen and Mike have put value stream
mapping in its proper perspective as a
methodology for seeing waste, sharing a future
state vision, and building meaningful actions
that are carried out with passion and purpose.”
Our Journey…
www.ksmartin.com/VSM
9. © 2013 The Karen Martin Group, Inc. 9
Book Structure
• Introduction
• Chapter 1 – Value Stream Management
• Chapter 2 – Setting the Stage and Enabling Success
• Chapter 3 – Understanding the Current State
• Chapter 4 – Designing the Future State
• Chapter 5 – Developing the Transformation Plan
• Chapter 6 – Achieving Transformation
• Appendices – Sample maps
– Outpatient Imaging
– Purchasing
– Repair Services
– Shelving Systems
– Software Development
15. © 2013 The Karen Martin Group, Inc. 15
Metrics‐Based Process Mapping:
Improving Tactically; Defining Standard Work
0
1
0
15
6
-1
0
Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A
1
Fax PO to Sales
Rep
0 0 45%
2
Review PO;
clarify with
customer as
needed
20 2 90%
Fax PO to
warehouse
10 4 90%
5
6
Check inventory
levels; notify
Sales Rep re:
status
5 4 95%
Fax PO to Sales
Rep
5 0.33 90%
0 20 10 5 5
0 2 4 4 0.33
45% 90% 90% 95% 90%
0 20 10 5 5
Rolled %C&A
Critical Path LT
Total PT
Critical Path PT
5431 2
Mary Townsend
Hours Worked per Day Sally Dampier
Occurrences per Year Sam Parks
Current State Metrics-Based Process Map
Dave Morgan25-Jun-08
8 Facilitator
Process Details
Michael Prichard
Order FulfillmentProcess Name
Specific Conditions Domestic orders through sales force
37,500
Date Mapped
Sean Michaels
Sales Rep
Ryan AustinDiane O'Shea
Mapping Team
LT Units
Function /
Department
PT Units
Step # ►
Customer
Finance
Warehouse /
Shipping
Seconds
Minutes
Hours
Days
Seconds
Minutes
Hours
Days
Excel documentation tool available on the CD that accompanies Metrics‐Based Process
Mapping (Martin & Osterling, 2012, Productivity Press), www.ksmartin.com/MBPM
27. © 2013 The Karen Martin Group, Inc. 27
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.
29. © 2013 The Karen Martin Group, Inc. 29
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.
31. © 2013 The Karen Martin Group, Inc. 31
Summary Metrics: Time
• Activity Ratio (AR)
– The percentage of time anything is being done to the work
passing through the system (whether value‐adding or non‐
value‐adding)
– AR = (∑PT ÷ ∑LT) × 100
– 100 – AR = % 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 AR).
35. © 2013 The Karen Martin Group, Inc. 35
Customer
1
Process 3
Function E
LT = 0.5 days
PT = 30 mins.
%C&A = 95%
4
4
10 mins.
1 days
120 mins.
2 days
30 mins.
0.5 days Total LT = 3.5 days
Total PT = 160 mins.
Activity Ratio = 9.5%
Rolled %C&A = 89.3%
Process 2
Function C
LT = 2 days
PT = 120 mins.
%C&A = 95%
3
3
ABC Technology, Inc.
Future State Value Stream Map
Name of Value Stream Being Mapped
Demand Rate = XX / Year
Name of Value Stream Champion
Mapping Date
IT-1 IT-2
5 items
Process 1
Function A
LT = 1 days
PT = 10 mins.
%C&A = 99%
5
2
1 items 10 items
Standard
work
Modified
approvals
IT interface
Cross-
train
Cross-
train
Standard
work
Error
proof
38. © 2013 The Karen Martin Group, Inc. 38
Parallel steps on the timeline
Process 4
Function E
LT = 2 days
PT = 25 mins.
%C&A = 90%
5 mins.
2 days
20 mins.
0.5 days
5 mins.
3 days
25 mins.
2 days Total LT = 7.5 days
Total PT = 55 mins.
Activity Ratio = 1.5%
Process 2b
Function B
LT = 1 days
PT = 10 mins.
%C&A = 75%
Process 3b
Function D
LT = 1.5 days
PT = 15 mins.
%C&A = 99%
45 items
Process 1
Function A
LT = 2 days
PT = 5 mins.
%C&A = 90%
Process 2a
Function A
LT = 0.5 days
PT = 20 mins.
%C&A = 50%
Process 3a
Function C
LT = 3 days
PT = 5 mins.
%C&A = 67%
10 items
Rolled %C&A = 9.1%
39. © 2013 The Karen Martin Group, Inc. 39
Multiple timelines
Customer
1
Perform
repair
Service
LT = 3 days
PT = 4 hrs.
%C&A = 99%
24
5
Prep
site
Foreman
LT = 1 days
PT = 1 hrs.
%C&A = 80%
2
4
Schedule
service
Customer
service
LT = 5 days
PT = 15 mins.
%C&A = 90%
11
3
Create
quote
Sales
LT = 10 days
PT = 30 mins.
%C&A = 67%
4
2
60 mins.
1 days
240 mins.
3 days
30 mins.
1 days Total LT = 5 days
Total PT = 330 mins.
Activity Ratio = 13.7%
Rolled %C&A = 78.4%
Approve
repair
Inspector
LT = 1 days
PT = 0.5 hrs.
%C&A = 99%
3
6
Scheduler Excel
41. © 2013 The Karen Martin Group, Inc. 41
1
2 1
3 2
4 3
5 4
5
1 6
2 7
3 8
4 9
5 10
1
2 1
3 2
4 3
5 4
1
2
3
4 Date: Date:
Name
Name
FacilitatorValue Stream Champion
Contact Information
Contact Information
Demand Rate
Trigger
How many times is this done per wk, qtr, mo, or yr?
What initiates the process?
Value Stream Mapping Charter
Scope Accountable Parties Logistics
Required: typically VP or C-level
If needed—often director or
manager level
Specific Conditions
What circumstances are included and excluded?
(e.g., type of customer, geographic location, etc.)
Value Stream
Champion
Value stream being improved
Executive
Sponsor
Value Stream
Event Dates
& Times
3 days typically; consecutive
is best; 6 hrs per day
minimum; 7 or 8 hrs is best
Required: skilled, objective person
leading the activity
Base-camp
Location
Facilitator
Current State Problems & Business Needs Mapping Team
Boundaries &
Limitations
Improvement Time
Frame
What is the team NOT authorized to change?
Typically 3-6 months
Last Step Activity on the last process block
Logistics
Coordinator
Not always needed
Aids in consensus building
and organizational learning.
Typically the last hour of the
day.
First Step Activity on the first process block
Briefing
Dates &
Times
Meals
Provided
Briefing
Attendees
** required
*optional
List the the people that are
required to attend the briefings (**)
and those whose attendance is
optional (*).
Measurable Target Condition
What's driving the need for improvement? Function
Leadership-heavy
Increase <defined metric> from X to X (XX% improvement).
Reduce <defined metric> from X to X (XX% improvement).
How will internal and/or external customers benefit as a result of Function
improvements to the value stream? SMEs that may not be needed full time
Always a nice touch; keeps
the team from wandering
On-site, ample wall space,
quiet/private location
Benefits to Customers On-Call Support
Signature:
Date:
Benefits to Business Agreement
as a result of improvements to the value stream?
Executive SponsorWhat other direct and/pr indirect benefits will the business realize
Signature: Signature:
Download at www.ksmartin.com/VSM
42. © 2013 The Karen Martin Group, Inc. 42
1
2 1
3 2
4 3
5 4
5
1 6
2 7
3 8
4 9
5 10
1
2 1
3 2
4 3
5 4
1
2
3
4 Date: Date:
Name
Name
Lourdes Dwyer
Diana Marie
Dave Gerald
Ryan Austin
FacilitatorValue Stream Champion
Sean Michaels
Contact Information
Contact Information
Demand Rate
Trigger
1,000 per year
Customer submits RFQ
Value Stream Mapping Charter
Scope Accountable Parties Logistics
Allen Ward
Nancy LittleSpecific Conditions
Engineer to order, requires both hardware &
software
Value Stream
Champion
Capital equipment
Executive
Sponsor
Value Stream
Event Dates
& Times
July 24-26, 2013
Dave Parks
Base-camp
Location
Facilitator
Current State Problems & Business Needs Mapping Team
Boundaries &
Limitations
Improvement Time
Frame
No new software; only minor changes to existing IT
systems; no additional staff; no budget changes
Future state design is fully realized by
December 31, 2013.
Last Step Production ships product
Logistics
Coordinator
Dave Parks
July 24, 25, & 26
4:00-5:00 pm
First Step Sales reviews the RFQ
Briefing
Dates &
Times
Meals
Provided
Briefing
Attendees
** required
*optional
** Joe M (CIO), Sal T (VP Sales)
* Bruce R (VP Ops), Carlos P
(HR), Su T (CFO), Bill M (VP CS)
Scrum Master
Goals & Measurable Target Conditions Engineering, Vice President
Unclear & incorrect information flowing through value stream. IT, Director
Lead time for RFQ turnaround = 2 weeks; PO to SW dev = 5 weeks Finance, Controller
Desire to stay ahead of the competition & deepen customer loyalty. Function / Title
Forecasted growth of 15% for next fiscal year. Sales, Director
Reduce PO to SW dev by a minimum of 50%. Customer Service, Manager
Ambreen Motiwala
Danny Tran
Michael O'Shea
Reduce RFQ lead time by a minimum of 50%. Manufacturing, Director
Higher confidence in Golden State's products and staff. Production Supervisor
Faster delivery. Function
Less hassle (back and forth re: RFQ, design and code). Planning / Purchasing, Planner
Continential breakfast & lunch
Surf's Up - A
Tom St. James
Benefits to Customers On-Call Support
JR HuntImprove quality of information flowing throughout value stream. Customer (contract manufacturer)
Freed capacity to absorb additional business w/o increasing staff. Signature:
Date:
Benefits to Business Agreement
Better working relationships between sales, estimating & engineering.
Executive SponsorHigher margins.
Signature: Signature:
46. © 2013 The Karen Martin Group, Inc. 46
Value Stream Mapping Activity Steps
1. Kick‐off
2. Understand the Current State
– Value stream walk #1 (determine process blocks; aim for 5‐15 blocks)
– Layout the map (paper and Post‐its)
– Value stream walk #2 (gather process metrics, WIP, and barriers to
flow)
– Add details to map
– BRIEFING
3. Design the Future State (40 questions)
– “Define Right work”
– Make right work flow
– Manage the right work
– BRIEFING
4. Develop the Transformation Plan
– BRIEFING
51. © 2013 The Karen Martin Group, Inc. 51
1 2 3 4 5 6 7 8 9 10 11 12
2 Improve quality of referral to 85% KE
Sean
Michaels 100%
3,4
Reduce lead time between scheduling
and preregistration step to 45 minutes
Proj
Dianne
Marie 75%
4 Only one check in per patient KE
Ryan
Austin 50%
4 Reduce wait time in waiting area by 50% KE
Dianne
Marie 50%
6
Eliminate 6 hour lead time associated
with transcription step
Proj
Dave
Gerald 50%
7 Eliminate redundant data entry Proj
Dave
Gerald 25%
5
Visually managed inventory; no outages
or expired items
KE
Michael
O'Shea 100%
6 Reduce imaging LT to one hour Proj
Martha
Allen 25%
8 Reduce report delivery LT to 30 minutes Proj
Martha
Allen 0%
7 Reduce LT at image review to 1 day JDI
Dave
Gerald 100%
Value Stream Transformation Plan
Value Stream
Value Stream Champion
Value Stream Mapping Facilitator
Allen Ward 1-Nov-12Executive Sponsor
Scheduled Review Dates
21-Nov-12
Outpatient Imaging
Paul Scanner
Dave Parks 13-Dec-12
10/18/2012 10-Jan-13Date Created
Value Stream Mapping Facilitator
Increase % of physicians receiving
electronic delivery
Planned Timeline for Execution
Status
Signature:
Agreement
Signature: Signature:
FS VSM
Block #
Measurable Target Proposed Countermeasure
Implement standard work for referral
process
Exec.
Method*
Owner
* Execution Method = JDI (Just-do-it), KE (Kaizen Event), or Proj (Project)
Cross-train and co-locate work teams
Value-stream specific radiologists
Implement voice recognition technology
Auto populate between PACS and
Meditech
5S CT supplies area; implement kanban
Collect copays in Imaging
Balance work / level demand
Visual metrics and indicators
Date: Date:
Executive Sponsor Value Stream Champion
Date: