SlideShare une entreprise Scribd logo
1  sur  86
Télécharger pour lire hors ligne
Lean Webinar Series
Value Stream Mapping in Office &
Service Environments
November 4, 2009
Company

LOGO
Learning Objectives
Participants will learn:










What a Value Stream Map is – and what it is not.
Best practices for holding a Value Stream Mapping
activity.
How to define office & service product families.
Step-by-step approach for creating current and future
state maps.
Key differences between manufacturing and
office/service VMSs.
How to create an implementation plan from the future
state VSM.

© 2010 Karen Martin & Associates

2
Womack’s Five Principles of a
Lean Enterprise
 Value
 Value stream
 Flow
 Pull
 Perfection
— Jim Womack, Lean Thinking, 1996, 2003

© 2010 Karen Martin & Associates

3
Value Stream Mapping’s Beginnings

Mike Rother & John Shook
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
Request

© 2010 Karen Martin & Associates

Customer
Receipt

5
The Work We Do:
Degrees of Granularity
Rooftop
View
(Strategic)

Value
Stream

Process

In the
Weeds
(Tactical)

© 2010 Karen Martin & Associates

Step

Step

Value Stream
Map

Process

Process

Step

Metrics-Based
Process Map

6
Types of Value Streams
Product Value Streams
Support Value Streams





Recruiting and Hiring Process
Tech Support
Accounts Receivable
Payroll

Value Stream “Segments”




The order fulfillment segment of a product line
The product development cycle
New account set-up

© 2010 Karen Martin & Associates

7
Current State VSM – ABC Product Family
Production
Control

Forecast

Supplier

Forecast

Customer

PO
PO

Supplier
Loop
Work
Order &
Schedule

Order
Entry

Sales

PO

25

5

Schedule

PT = 20 mins.
%C&A = 90%

PT = 2 mins.
%C&A = 75%

Weekly

Shipper

Production
Loop

Order
Fulfillment
Loop

2x
weekly

On-time Delivery=55%
Fabrication
19 days

5

Assembly
12 days

PT = 3 minutes
C/O = 2.2 hrs.
Uptime = 85%
FPY: 93%

19 days

22

Test & Pack
3 days

PT = 42 mins.
C/O = 0.1 hrs.
Uptime = 60%
FPY: 98%

12 days
3 mins.

Value Stream: Product Family ABC
Current State Value Stream Map
Customer Demand: 200 units / day

4

34 days
PT = 2 mins.
FPY: 100%

3 days
42 mins.

34 days
2 mins.

PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Yield

Total LT = 68.1 days
Total PT = 47 mins.
AR = 0.144%
RFPY = 91.1%
Current State VSM - Order Fulfillment Loop
Customer
%C&A = 70%

PO

Excel

SAP System
2x
weekly

Account data
Sales Order

Sales

2 hrs.

Review &
approve PO
25

5

4 hrs.
15 mins.

2 hrs.

PT = 5 mins.
%C&A = 90%

PT = 15 mins.
%C&A = 90%

2 hrs.

Enter Order

Run Credit
1 Check

Value Stream Loop: Domestic Order Fulfillment
Current State Value Stream Map
Customer Demand: 150 orders / day

Warehouse On-time delivery = 55%

2 hrs.

PT = 20 mins.
%C&A = 99%

2 hrs.
5 mins.

Shipper

Finance

Order Entry

4 hrs.

Approval

Pick and ship
order
5

2 hrs.
20 mins.

10 hrs.

PT = 15 mins.
%C&A = 99%

10 hrs.
15 mins.

PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Yield

Total LT = 20.9 hrs.
Total PT = 55 mins.
AR = 4.38%
RFPY = 55.6%
Why Value Stream Mapping?
To set strategy before diving into
tactics.
Enables us to SEE the process.
Promotes systems thinking /
seeing the whole


Helps us avoid sub-optimizing

© 2010 Karen Martin & Associates

10
VSM Goal: System Efficiency

System Efficiency =
Optimal Value Stream
Performance

Individual Efficiency =
Sub-optimization

© 2010 Karen Martin & Associates

11
Why Value Stream Mapping?
(continued)

Shows the linkage between
information and material flow.
Makes the disconnects and
obstacles to flow visible at a
macro level
Metrics-based decision making:
What are you going to do to
affect the numbers?

© 2010 Karen Martin & Associates

12
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.

© 2010 Karen Martin & Associates

13
Lead Time vs. Process Time
Scenario 1
Lead Time

Process Time

Work
Received

Work passed
to next step

LT = PT + Waiting / Delays
© 2010 Karen Martin & Associates

14
Lead Time vs. Process Time
Scenario 2

Lead Time

Process Time
Work passed
to next step

Work
Received

LT = PT + Waiting / Delays
© 2010 Karen Martin & Associates

15
Show of Hands
How many of your currently include a
quality metric for each process block on
your value stream maps?

© 2010 Karen Martin & Associates

16
Key Metrics: Quality
%Complete and Accurate (%C&A)




The percentage of input that’s deemed “usable as is”
by the person doing the work
% of incoming work where 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





Measured by the immediate downstream customer
and all subsequent downstream customers.
Similar to first pass yield in manufacturing.

© 2010 Karen Martin & Associates

17
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…
Common finding = 0-15%
Multiply ALL %C&A’s, even if parallel processes

© 2010 Karen Martin & Associates

18
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 finding = 1-10%
Could also calculate %VA to show much activity
is value-adding – is typically lower than % Act.

© 2010 Karen Martin & Associates

19
Current State Value Stream Map
Outpatient Imaging Services
Pre-register
Patient

Customer Demand:
15 patients perDay
(Takt Time 1920seconds)
8 hours per day

Schedule
Appointment

Referring
Physician

Hospital

4

3

5

Lead Time = 24 days

2

6

Lead Time = 990 mins.

Cycle Time = 30 mins.
Lead Time = 990 mins.
% C&A = 100 %

Demand = 15 per day

1

Lead Time = 12 mins.

Cycle Time = 11 mins.
Lead Time = 12 mins.
% C&A = 98 %

% C&A = 65 %

CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate

Symposium

E Pay

Excel

ADS

Internet

Meditech

Fax Order
Solutions

Waiting Room
Management
System

PACS

Auto Fax 50%
Us Mail 25%
MD Mailbox 25%
Rework Loop
via Fax 25% of
the time

Check-in
Patient
(Admitting)

Prep
Patient
(Tech)

Check-in
Patient
(Imaging)

Complete
Exam
(Tech)

Transmit
Images
(Tech)

Read/Dictate
Exam
(Radiologist)

Transcribe
Report
(MDI)

Review
Draft/Sign
(Radiologist)

Print
Reports
(Imaging)

Send
Reports
(Imaging)

5 mins.
5

5

5 mins.

Cycle Time = 2 mins.
% C&A = 90 %
0.0833 hrs.

3

Cycle Time = 1 mins.
% C&A = 98 %

0.0833 hrs.
2 mins.

6

45 mins.

2

0.75 hrs.
1 mins.

7

30 mins.

Cycle Time = 10 mins.
% C&A = 100 %

2

0.5 hrs.
10 mins.

8

5 mins.

Cycle Time = 15 mins.
% C&A = 90 %

2

0.0833 hrs.
15 mins.

9

248 mins.

Cycle Time = 3 mins.
% C&A = 100 %

2

10

4.13 hrs.
3 mins.

365 mins.

Cycle Time = 15 mins.
% C&A = 95 %

6

11

6.08 hrs.
15 mins.

960 mins.

Cycle Time = 5 mins.
% C&A = 75 %

2

12

16 hrs.
5 mins.

110 mins.

Cycle Time = 1 mins.
% C&A = 95 %

2

1.83 hrs.
1 mins.

13

120 mins.

Cycle Time = 1 mins.
% C&A = 99 %

6

2 hrs.
1 mins.

14

Cycle Time = 3 mins.
% C&A = 90 %

LT = 32.5 hrs.
3 mins.

CT = 56 mins.
CT/LT Ratio = 2.87%
Rolled First Pass
yield = 29%

VSM Champion: Paul Scanner
Created: July 17, 2007
Future State Value Stream Map
Outpatient Imaging Services
Standard
Work

Work
Balance

Demand = 15 per day

Customer Demand:
15 patients perDay
(Takt Time1920 seconds)
8 hours per day

Co-locate
Schedule appt
Pre-register

Referring
Physician

Hospital

3
Lead Time = 15 days

2

6

1

Lead Time = 45 mins.

Cycle Time = 11 mins.
Lead Time = 45 mins.
% C&A = 98 %

% C&A = 85 %

Risk
Reduction
(Joint
Commision)

Symposium

E Pay

Excel

Internet

Waiting Room
Management
System

Work
Balancing

Standard
Work

3

35 mins.

4

Cycle Time = 1 mins.
% C&A = 98 %
0.0833 hrs.

2

Complete
Exam
(Tech)

5

20 mins.

Cycle Time = 10 mins.
% C&A = 100 %

0.583 hrs.
1 mins.

2

Transmit
Images
(Tech)

6

5 mins.

Cycle Time = 10 mins.
% C&A = 90 %

0.333 hrs.
10 mins.

Visual
Workplace

Set-up
Reduction

Prep
Patient
(Tech)

Check-in
Patient
(Imaging)

Fax Order
Solutions

PACS

Auto Fax 80%
Us Mail 15%
MD Mailbox 5%
5S

Value Stream
Alignment

Pull System
(Supplies
Kanban)

Remove
Check in
and Reduce
System Access

5 mins.

Meditech

CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate

2

7

120 mins.

2

Review
Draft/Sign
(Radiologist)
420 mins.

Cycle Time = 15 mins.
% C&A = 95 %

2 hrs.
2 mins.

8

Batch
Reductions

Voice
Recognition

Read/Dictate
Exam
(Radiologist)

Cycle Time = 2 mins.
% C&A = 100 %

0.0833 hrs.
10 mins.

Continuous
Flow

2

Print
Reports
(Imaging)

9

2 mins.

Cycle Time = 1 mins.
% C&A = 95 %

7 hrs.
15 mins.

Rework Loop
via Fax 10% of
the time

2

30 mins.

Cycle Time = 1 mins.
% C&A = 99 %

0.0333 hrs.
1 mins.

10

Send
Reports
(Imaging)

6

0.5 hrs.
1 mins.

11

Cycle Time = 3 mins.
% C&A = 90 %

LT = 11.3 hrs.
3 mins.

CT = 43 mins.
CT/LT Ratio = 6.32%
Rolled First Pass
yield = 40%

VSM Champion: Paul Scanner
Created: July 18, 2007
Outpatient Imaging
Projected Results

Metric

Current
State

Projected
%
Future State Improvement

Lead Time

32.5 hrs

11.3 hrs

65%

Process Time
Percent Activity
Rolled First
Pass Yield
# Macro Steps
Tech turnover
(annual)

56 mins
2.9%

43 mins
6.3%

23%
117%

29%

40%

38%

14

11

21%

100%

25%

75%

Note: Freed capacity (PT reductions) allowed the organization to earn
$500,000 additional annual revenue with no additional headcount
© 2010 Karen Martin & Associates

22
Summary Metrics: Measuring
Productivity Gains

Labor Effort
# FTEs

=

Total PT (in hrs) X # occurrences/year
Available work hrs/year/employee

Freed
= Current State FTEs – Future State FTEs
Capacity

Note: Improvement can be expressed as Freed
Capacity (FTEs), Time, or Labor Expense (or all)
# FTEs = Full Time Equivalents; 2 half-time people = 1 FTE

© 2010 Karen Martin & Associates

23
What do you do with freed capacity?
 Absorb additional work without increasing staff
 Reduce payroll through natural attrition
 Innovate – create new revenue streams
 Conduct ongoing continuous improvement activities
 Do a better job with fewer errors and higher safety
 Talk and work with your customers and suppliers
 Mentor staff to create career growth opportunities
 Provide additional workforce development; cross-train
 Better work/life balance
 Slow down & think
 Get/stay caught up
 Do the things you haven’t been able to get to
 Collaborate with other areas
© 2010 Karen Martin & Associates

24
Value Stream Mapping Activities
Team-based
Heavily weighted with those who can
authorize an innovative future state.


The team goes to the gemba to obtain the
metrics from those doing the work.

Three day activity; three deliverables.
Leadership learning is huge.
Interim briefings are a key success factor.
© 2010 Karen Martin & Associates

25
HR Value Stream Mapping Charter
Event Scope
Value Stream Recruiting, Hiring, & Onboarding Process

Leadership / Coordination

Schedule

Executive Sponsor Sherrye Hutcherson

Event Date(s) Oct 27, 28 & 29, 2009

Value Stream
N/A
Champion

Specific Conditions External hires

Start/End Times

Oct 27, 28 8:00 am - 4:30 pm
Oct 29 7:30 am - 2:00 pm

Customer Demand 100 per year
Facilitator Karen Martin

Location 9 West Seminar

Trigger Vacancy
First Step Hiring manager completes VPA

Meals Lunch, morning & afternoon
Provided? snacks

Team Lead N/A
Last Step Employee completes NEI
Boundaries &
N/A
Limitations

Interim Oct 27 & 28 3:30-4:30 pm
Briefing(s) Oct 29 1-2 pm
Coordinator Andrew Peacock

Improvement
Future state will be fully implemented by 2/15/2009
Timeframe

Briefing Tim Burke, Sherrye H and other
Attendees Division Managers

Event Drivers

Mapping Team

1 Cumbersome process as perceived by the customer.

Function

Name

Contact Information

2 Need to free capacity and operate more effectively.

1 Staffing

Paula Pittman

3

2 FCS HR

Patty Yager

4

3 Talent Management

Tad Leeper

4 HRIS

Chris Ritz

5 HR Compliance

Carl Olsen

1 Reduce LT from req to offer acceptance from 45-55 days to 30 days.

6 Comp & Benefits

Nyla Cork

2

7 Recruiting

Sheila Love

3

8 Diversity / Affirmative Action

Joyce Cooper

4

9 Hiring Manager, Call Ctr

Deb Emerson

5

Measureable Objectives

5

10 Hiring Manager, Production Ops

Planned Deliverables

On-Call Support

1 Current State VSM

Function

Name

Contact Information

2 Future State VSM

1 IT

Gary Van Osdel

3 Implementation Plan

2 Fort Calhoun - Security

Herb Childs

4

3

5

4

Potential Obstacles

Approvals

1

Executive Sponsor

Value Stream Champion

Facilitator

2
3

Signature:

Signature:

Signature:

4

Date:

Date:

Date:

26
Value Stream Mapping Process
Products (good or services) with
common process steps

Document Current
State

Repeat

Define
Product Family

Foundation (the basis) for the
future state; 70-80% accurate is
acceptable (directionally correct)

Design Future
State

Create flow by eliminating waste
it is now obvious from your
current state map); typically 3-6
months out

Create
Implementation Plan

Implement!

3 Day
Event

Include accountability and
timeframes for completion

The goal of mapping!
One VSM per Product Family
Group Product Families by similar downstream processes, steps or equipment.
Process Steps & Equipment
Step A

Step C

Product
ABC

X

X

Product
XYZ

Products

Step B

X

X

Product
AWR

X

Step F

X

X

X

50

X

X

X

73

X

X
X

Product
ACC
Product
SUB

X

X

X

X
X

© 2010 Karen Martin & Associates

2

X

X

5

15

X
X

X

Product
IDR

Vol.

Step E

X

Product
IBM

Step D

X

X

X

12

X

1
28
Narrowing the Scope:
Selected Specific Conditions
Non-Exempt
Staff
Replacements

Exempt
Staff

Hiring
Process

New
Positions

Non-Exempt
Staff

Exempt
Staff
© 2010 Karen Martin & Associates

29
Narrowing the Scope:
Selecting Specific Conditions
Units
Domestic

Consumables
Warranty
Service Parts

Order
Fulfillment
Process

NonWarranty

Units
International

Consumables
Warranty
Service Parts

NonWarranty
30
Value Stream Mapping Process
Products (good or services) with
common process steps

Document Current
State

Repeat

Define
Product Family

Foundation (the basis) for the
future state; 70-80% accurate is
acceptable (directionally correct)

Design Future
State

Create flow by eliminating waste
it is now obvious from your
current state map); typically 3-6
months out

Create
Implementation Plan

Implement!

3 Day
Event

Include accountability and
timeframes for completion

The goal of mapping!
Value Stream Mapping Facilitator
Range of Necessary Traits
 Skills / Knowledge





Improvement tools (root cause analysis, flow-enhancing tools, etc.)
Project & time management
Mediation; consensus building
People effectiveness – from front line workers to execs

 Authority / Respect




Designated change agent / influence leader
Trustworthy
Comfortable removing obstacles & reaching out to senior leadership

 Personality / Energy





Naturally curious
Challenging, yet supportive
Positive, upbeat, energetic
Pushy without irritating

 Objectivity / Fairness


No attachment to the work being improved

© 2010 Karen Martin & Associates

32
Improvement Roles

Strategic

Who?

Accountability

Tool

Leadership

“What has to happen”

Value Stream
Mapping

“How it will happen”

Kaizen Events,
Just-do-its,
and Projects

Tactical

Middle
Management
Workforce

© 2010 Karen Martin & Associates

33
The VSM Event
3 days
Sequestered team composed primarily of those
who can authorize change
Schedule


Day 1 – Document and analyze the current state
 Go to the Gemba!




Day 2 – Design the future state (3-6 months out)
Day 3 – Create the implementation plan

Interim briefings (preferably daily) to non-team
leadership
© 2010 Karen Martin & Associates

34
Interim Briefings
Day 1 – here’s what we’ve learned


Establishes a mental framework for embracing
improvements; “sells” the need for improvement

Day 2 – here’s what we plan to do



Does anyone object? If so, why?
Challenge policies

Day 3 – here’s how we’re going to execute



Priorities, approach, timeframes, accountability
Obtain final buy-in right then and there

© 2010 Karen Martin & Associates

35
Value Stream Mapping Process
Products (good or services) with
common process steps

Document Current
State

Repeat

Define
Product Family

Foundation (the basis) for the
future state; 70-80% accurate is
acceptable (directionally correct)

Design Future
State

Create flow by eliminating waste
it is now obvious from your
current state map); typically 3-6
months out

Create
Implementation Plan

Implement!

3 Day
Event

Include accountability and
timeframes for completion

The goal of mapping!
Order Initiation
Current State Map
Demand = XXXX
May 8, 2008
Robert Parker

Information Flow

2

3

Timeline

1

Product Flow

Key VSM Components
Production
Control

SUPPLIER

Process 1

I

Process 2

Hours

Hours
Minutes

I

Process 3

Hours
Minutes

CUSTOMER

I

Hours
Minutes

Process 4

LT
Minutes PT
3

Product Flow

2

Timeline

1

Information Flow

Key VSM Components Office / Service

ABC Value Stream
Current State Map
Demand = XXXX/yr
Date
Key Contact

CUSTOMER

I.T.

Process 1

Process 2

Hours
Minutes

I.T.

I.T.

Process 3

Hours
Minutes

Process 4

Hours
Minutes

LT
Minutes

PT
The timeline is the most important of the
three defining characteristics of a
VSM:
1) information flow
2) product flow
3) timeline
If your map doesn’t include a timeline, it
is not a VSM. If your map has swim
lanes, it’s not a VSM.
© 2010 Karen Martin & Associates

39
Basic Mapping Icons
External
Organization

Push Arrow
Operator / Employee

I
Work-in-Process

Material receipts
& shipments
Go See Scheduling

Process Block
PT= 25 m
C/O= 40 m
2 Shifts
Takt= 60m

Manual
Information Flow
In-box

Data Block

Hours

Lead Time
Process Time

Minutes

Movement
by Truck

Electronic
Information
Flow
Hours
Minutes

Timeline

Hours
Minutes

Minutes
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.”

© 2010 Karen Martin & Associates

41
Step 1
Label your map









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)

© 2010 Karen Martin & Associates

42
Takt Time:
The Key to Continuous Flow

Available work time

Takt time =

“Touch down”

Customer demand
480 minutes/day

Takt time =

45 new accounts

= 10.6 mins

OR…
Time Available divided by what Kustomer Takes
© 2010 Karen Martin & Associates

43
Step 2
 Identify all blocks in the process (target 5-15 blocks)


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
Each block (post-it) contains an activity or group of activities that
occurs before a break in the timeline occurs (typically WIP or
handoff)
Activity format is verb/noun – what happens to what
Include the function who performs the task
Include number of workers who perform the task
Include any obstacles to flow – batches, shared/inaccessible
resources, system downtime, etc.
Consider walking the process

© 2010 Karen Martin & Associates

44
Post-it Conventions
Process
(Verb/Noun)
Function

# Staff
(if relevant)
Barriers to flow
Step 3
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 (rare in
current state)
Who tells whom to do what?

© 2010 Karen Martin & Associates

46
Current State Value Stream Map
Supplies Purchasing - Current State VSM
Purchasing — Non-repetitive purchases less than $5,000
Inititate Req.

1

Originator
31
PT = 10 mins.
C&A = 10%
Supplies
Hard Copy

Form File

File Maker

Quicken

Vendor
Website

Excel

ERP

Data Entry

Review
Budget

2

Review Req.

Finance
PT = 5 mins.
C&A = 60%

0.25 days

4 hrs.

PT = 5 mins.
C&A = 95%

0.5 days
5 mins.

20 Reqs

Review 4
Requisition

40 hrs.

PT = 5 mins.
C&A = 90%

8 hrs.

PT = 5 mins.
C&A = 100%

1 days
5 mins.

8 hrs.

7

10 Reqs

1

PT = 10 mins.
C&A = 95%

4 hrs.

PT = 15 mins.
C&A = 98%

0.5 days
10 mins.

Approve in
ERP

24 hrs.

PT = 5 mins.
C&A = 90%

3 days
15 mins.

Submit PO
to Supplier

8
63 Reqs

9

10
External
Supplier

Corp Purchasing
Manager
1

Admin Asst

Financial Mgr
1

1 days
5 mins.

Enter
Requisition

Review 6
Requisition

IS Manager
1

1

5 days
5 mins.

Review 5
Requisition

Sys Engineer

Supervisor
2

6
2 hrs.

3

Corp Purchasing
6
56 hrs.

PT = 15 mins.
C&A = 98%

7 days
5 mins.

80 hrs.

PT = 20 mins.

10 days
15 mins.

LT = 28.4 days
PT = 65 mins.
AR = 0.477%
RFPY = 4.2%

Customer Demand:
615 requisitions per y ear

PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activ ity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Y ield
Step 4
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.
© 2010 Karen Martin & Associates

48
Post-it Conventions
Process Block #
Process
(Verb/Noun)
Function

# Staff
(if relevant)
Barriers to flow

PT (process time)
% Complete &
Accurate

LT (Lead time)
Step 5
Add key metrics for all process blocks




Process Time (PT)
Lead Time (LT)
Percent Complete & Accurate (%C&A)

© 2010 Karen Martin & Associates

50
Post-it Conventions
Process Block #
Process
(Verb/Noun)
Function

# Staff
(if relevant)
Barriers to flow

PT (process time)
% Complete &
Accurate

LT (Lead time)
Step 6

Create timeline & calculate summary
metrics
Timeline PT Sum
 Timeline LT Sum
 % Activity Ratio (AR)
 Rolled First Pass Yield (RFPY)


© 2010 Karen Martin & Associates

52
How to Treat Lead Time in
Office/Service Environments (new slide)
Lead Time

Process Time

Process 1

LT

Process 2

LT
PT

PT

Office/Service Lead Time ―
• From the time work is made available until it’s been completed AND passed on
to the next person/work group/department in the process.

• Placed on the peak of the timeline to the left of the process block it refers to.
• Represents total throughput time, including process time; not merely wait time.
© 2010 Karen Martin & Associates

53
Value Stream Mapping
OPPD Recruiting, Hiring, Onboarding Process Results

Metric

Projected
Projected %
Current State Future State Improvement

Lead Time

Process Time
% Activity
Rolled First
Pass Yield
Other?

© 2010 Karen Martin & Associates

54
Typical Current State Findings

Unnecessary
NVA

Available
to work on

Value Add

Necessary
NVA

Available to
next step

Islands of activity (process times) within long lead times.

© 2010 Karen Martin & Associates

55
Step 7
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

© 2010 Karen Martin & Associates

56
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.
Unnecessary – everything else - WASTE

© 2010 Karen Martin & Associates

57
Work Effort as Defined by the
External Customer

Unnecessary Nonvalue adding
Necessary non-valueadding
Value-adding
Value Stream Mapping Process
Products (good or services) with
common process steps

Document Current
State

Repeat

Define
Product Family

Foundation (the basis) for the
future state; 70-80% accurate is
acceptable (directionally correct)

Design Future
State

Create flow by eliminating waste
it is now obvious from your
current state map); typically 3-6
months out

Create
Implementation Plan

Implement!

3 Day
Event

Include accountability and
timeframes for completion

The goal of mapping!
Designing the Future State Value
Stream

Target All Waste!

© 2010 Karen Martin & Associates

60
Eight Wastes (Muda)

Overproduction
Inventory
Waiting
Over-Processing
Errors

© 2010 Karen Martin & Associates

Motion (people)
Transportation
(material/data)

Underutilized
people

61
Future State Design
Goal: Removing all obstacles to flow (“the
thing” should never stop)









Batches
Rework
WIP / Bottlenecks
Handoffs
Setup / changeover
Physical layout
Motion & transportation

© 2010 Karen Martin & Associates

62
Eight Questions for
Future State VSM
1. What are the customer requirements? What’s the takt
time?
2. With goods, will we produce to order or to finished
goods inventory? (With services, 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
© 2010 Karen Martin & Associates
Future State Design Considerations
 Eliminate steps / handoffs
 Combine steps
 Create parallel paths
 Alter task sequencing
and/or timing
 Implement pull
 Reduce / eliminate batches
 Improve quality
 Create an organized, visual
workplace
 Reduce changeover
 Eliminate motion &
transportation

 Standardize work
 Eliminate unnecessary
approvals /
authorizations
 Stop performing nonvalue adding (NVA)
tasks
 Co-locate functions
based on flow; create
cells (teams of crossfunctional staff)
 Balance work to meet
takt time requirements

64
The Right Process
Standardize work
Mistake proof work
Make problems visual
Fix problems immediately
Create continuous flow
Level demand
Balance work
Create pull systems
© 2010 Karen Martin & Associates

65
Building a Lean Enterprise

Process
Stabilization
Tools
Building a Lean Enterprise

Flow Enabling
Tools
Team Dynamics

Performing

Adjourning

Norming

Storming

Forming

© 2010 Karen Martin & Associates

Tuckman Model
Bruce Tuckman, 1965
Future State Icons
Withdrawal
Combined Steps
Kanban
Arriving
in Batches
Eliminated Step

Max 8 “things”

FIFO

First-In
First-Out
(max WIP
defined)

Production
Kanban
Withdrawal
Kanban
Signal
Kanban

Buffer Stock

OXOX
Kaizen Burst

Supermarket

Leveling,
Mix and/or
Volume

Kanban
Post

Kanban
Path
Value Stream Mapping
OPPD Recruiting, Hiring, Onboarding Process Results

Metric

Projected
Projected %
Current State Future State Improvement

Lead Time

Process Time
Activity Ratio
Rolled First
Pass Yield

© 2010 Karen Martin & Associates

70
Value Stream Mapping Process
Products (good or services) with
common process steps

Document Current
State

Repeat

Define
Product Family

Foundation (the basis) for the
future state; 70-80% accurate is
acceptable (directionally correct)

Design Future
State

Create flow by eliminating waste
it is now obvious from your
current state map); typically 3-6
months out

Create
Implementation Plan

Implement!

3 Day
Event

Include accountability and
timeframes for completion

The goal of mapping!
Current State Value Stream Map
Supplies Purchasing - Current State VSM
Purchasing — Non-repetitive purchases less than $5,000
Inititate Req.

1

Originator
31
PT = 10 mins.
C&A = 10%
Supplies
Hard Copy

Form File

File Maker

Quicken

Vendor
Website

Excel

ERP

Data Entry

Review
Budget

2

Review Req.

Finance
PT = 5 mins.
C&A = 60%

0.25 days

4 hrs.

PT = 5 mins.
C&A = 95%

0.5 days
5 mins.

20 Reqs

Review 4
Requisition

40 hrs.

PT = 5 mins.
C&A = 90%

8 hrs.

PT = 5 mins.
C&A = 100%

1 days
5 mins.

8 hrs.

7

10 Reqs

1

PT = 10 mins.
C&A = 95%

4 hrs.

PT = 15 mins.
C&A = 98%

0.5 days
10 mins.

Approve in
ERP

24 hrs.

PT = 5 mins.
C&A = 90%

3 days
15 mins.

Submit PO
to Supplier

8
63 Reqs

9

10
External
Supplier

Corp Purchasing
Manager
1

Admin Asst

Financial Mgr
1

1 days
5 mins.

Enter
Requisition

Review 6
Requisition

IS Manager
1

1

5 days
5 mins.

Review 5
Requisition

Sys Engineer

Supervisor
2

6
2 hrs.

3

Corp Purchasing
6
56 hrs.

PT = 15 mins.
C&A = 98%

7 days
5 mins.

80 hrs.

PT = 20 mins.

10 days
15 mins.

LT = 28.4 days
PT = 65 mins.
AR = 0.477%
RFPY = 4.2%

Customer Demand:
615 requisitions per y ear

PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activ ity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Y ield
Future State Value Stream Map
Supplies Purchasing - Future State VSM
Purchasing — Non-repetitive purchases less than $5,000
Additional
IT access
Enter Req.
in ERP
Integrate Form
File with File
Maker

1

Originator
31
PT=30 mins.
C&A = 85%
Supplies
Requisition
Checklist
Vendor
Websites

File Maker

Cross
Training

Approval

Additional
IT access

2

4 hrs.

6 hrs.

0.75 days
5 mins.

Place
Order

3

4

5
External
Supplier

6

PT=20 mins.

80 hrs.

PT=20 mins.
C&A = 98%

1 days
5 mins.

Dedicated
Buyers

Corp Purchasing
8 hrs.

PT=5 mins.
C&A = 90%

PT=5 mins.
C&A = 95%

0.5 days

Approve
in ERP
Dept.
Manager
1

Supervisor
2

Use budget in place
of Quicken

Auto Notify

Standard
Work for
review

Review
Req.

ERP

10 days
20 mins.

LT = 12.3 days
PT = 30 mins.
AR = 0.508%

Customer Demand:
615 requistions per year

PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Yield

RFPY = 71%
Purchasing Process
Projected Results

Metric
Lead Time
Process Time
% Activity
Rolled First
Pass Yield
# Handoffs
# IT Systems
Freed capacity

© 2010 Karen Martin & Associates

Current
State

Projected
Future State

%
Improvement

28.4 days

12.3 days

56.7%

65 mins
0.48%

30 mins
0.51%

53.8%
6.3%

4.2%

71.0%

1,590%

10
6

5
3

50%
50%

2.1 FTEs

10%
Current State Value Stream Map
Service Organization
Source Refrigeration & HVAC, Inc.
Current State Value Stream Map
Serv ice Deliv ery
Created February 11, 2009
CONFIDENTIAL

Customer

Great
Plains

Verisae
(Customer)
Special Order
Part

Excel
Spreadsheet
(Customer)

Supplier

Tech

Upload time
card

Close call in
Verisae

Process Time
Cards

Tech

Account
Manager
(West)

Payroll Admin

PT = 0 mins.
%C&A = 70%
Batch: 1x/day

PT = 1 mins.
%C&A = 90%
Batch: 1x/day

Complete Call
in GP

Pick up Part
at Parts Store

Review
Service Call
Data

?%
Tech

40%

Receive
customer call

Select &
Dispatch Tech

Call Center

Dispatcher &
Service
Manager

5 m.

120 m.
PT = 2 mins.
%C&A = 60%

0.0833
 hours

PT = 5 mins.
%C&A = 60%

Tech

PT = 90 mins.
%C&A = 90%

PT = 0 mins.

640 m.

240 m.
PT = 5 mins.
%C&A = 80%

PT = 120 mins.
%C&A = 40%

2 hours
75 minutes

Dispatcher

Tech
120 m.

1.25 hours
90 minutes

Make Repair;
Call to raise
the NTE

Get Part from
Truck

75 m.

1.5
 hours
5 minutes

?%

Tech
90 m.

2 hours
2 minutes

Assess
Problem

PT = 75 mins.
%C&A = 95%

5 minutes

PT = 15 mins.
%C&A = 85%
Batch: 1x/day

Billing Admin
6 days
PT = 25 mins.
%C&A = 75%

Posting Admin
240 mins.
PT = 3 mins.
%C&A = 98%
Batch: 1x/day

640 m.

Account
Manager

3 minutes

Enter Invoices
into Verisae &
Excel; Mail
Invoices
Billing Admin

120 m.

PT = 10 mins.
%C&A = 85%
Batch: 3-5x per wk
10.7
 hours

4 hours
25 minutes

Review
Invoices;
Close in
Verisae (Pac)

Review &
Post Invoices

Review Open
Ticket Report

48
 hours
10 minutes

A/P Admin

PT = 10 mins.
%C&A = 90%
Batch: 1x/day

PT = 10 mins.
%C&A = 50%
Batch: 2x/day

10.7
 hours

4 hours
120 minutes

Service
Manager

Process A/P

Receive
Cash; Post
Payment
Collections
60 days

PT = 4 mins.
%C&A = 95%
Batch: 1x/week
480
 hours

2 hours
10 minutes

4 minutes

Lead Time = 572 hours
Process Time = 349 minutes

Acronym Key
%C&A %Complete and Accurate
AR

Activity Ratio

FTE

Full Time Equivalent

LT

Lead Time

PT

Process Time

RFPY Rolled First Pass Yield

Lead Time to invoice = 86.2 hrs
Process Time =5.9 hrs.
NOTE: Business hours
Activity Ratio = 6.8%
RFPY = 1.1%
Lead time to cash = ? days

75
Future Future State Value Stream Map Map
State Value Stream
Source Refrigeration & HVAC, Inc.
Service Organization
Service Delivery
T&M Target example, refrigeration component repair, non-peak season (35 w ork orders per day)
Created February 13, 2009
CONFIDENTIAL

Create Source
preferred T & C's

Explore flat rate
pricing

Customer
%C&A = 99%

Establish
parameters for time
& parts by
service type

EDI Interf ace
Create EDI
Interface w/
Customers

Create Tech
performance
report

Create EDI
Interface w/
Verisae

Supplier

Great
Plains

No EDI

Special Order
Part
Improve Tech
Training; Create
Sub-levels

Improve Tech
Onboarding

Tech
Create Tech
Support Center

Implement
GPS

Contact Tech
Support As
Needed

Install kanban
on trucks

?

Centralize
Dispatch

10%
Assess
Problem

Dispatcher
120 mins.
PT = 7 mins.
%C&A = 85%

2 hrs.

Make Repair;
Complete call
on handheld

Tech

PT = 75 mins.
%C&A = 90%

PT = 0 mins.

`

24 hrs.
PT = 120 mins.
%C&A = 75%

2 hrs.
1.25 hrs.

Create stnd work
for invoicing

PT = 5 mins.
%C&A = 99%
1x daily

Billing Admin

Compare
invoice
register to
invoices and
mail invoices
4 hrs.

PT = 25 mins.
%C&A = 95%

24 hrs.
2 hrs.

Create
Customer Billing
Teams

Review W.O.,
payroll, AP &
invoice; post
immediately

Tech
2 hrs.

1.25 hrs.
1.25 hrs.

Create invoice
exception report

Get Part from
Truck

75 mins.

1.25 hrs.
0.117 hrs.

?

Enter data
into Verisae
and Excel
from Daily
Report
Billing Admin

Standardize
Truck Inventory

PT = 75 mins.
%C&A = 95%

Tech
75 mins.

Separate labor
& payroll

Pick up Part
at Parts Store
Tech

Tech

Create W.O.
Dispatch Tech

Excel
Spreadsheet
(Customer)

Verisae
(Customer)

Billing Admin

Receive
Cash; Post
Payment
Collections
60 days

PT = 5 mins.
%C&A = 99%
1x daily
4 hrs.

0.417 hrs.

480 hrs.
0.0833 hrs.

Lead Time = 520 hrs.
Process Time = 5.12 hrs.

Acronym Key
%C&A %Complete and Accurate
AR

Activity Ratio

FTE

Full Time Equivalent

LT

Lead Time

PT

Process Time

RFPY

Rolled First Pass Yield

Lead Time to invoice = 34.5 hrs
NOTE: Business hours
Process Time = 5.1 hrs.
Activity Ratio = 14.8%
RFPY = 45.4%
Lead time to cash = 67 days

76
Repair Value Stream
Findings and Projected Results

Metric
Lead Time
(request to invoice)

Process Time
% Activity

Rolled First
Pass Yield
Parts store
trip required

© 2010 Karen Martin & Associates

Projected
Projected %
Current State
Future State Improvement
10.8 days

4.3 days

60.2%

5.9 hours

5.1 hours

13.6%

6.8%

14.8%

117.6%

1.1%

45.4%

4027.3%

40%

10%

75%

77
Future State Implementation Plan - CONFIDENTIAL
Executive Sponsor Lauren Abrams

Implementation Plan Review Dates

Value Stream Champion Lisa Baldewin
Value Stream Mapping Facilitator Karen Martin
Date Created 3/4/2009
Kaizen
Burst #

Objective / Projected Results

Type

Owner

Integrate call center and dispatch.

PROJ

2

Create and implement tech suport
center.

PROJ

Bill V

3

Explore EDI with customers for work
PROJ
orders & invoicing

4

Implement GPS.

4,7

Improvement Activity

Implementation Schedule (months)
J F M A M J J A S O N D

Bill V

1

Pre-req

6

7
35 WO/day = 735 WO/month. 40% to parts store =
294 WO x 75 mins = 367.5 hrs. If 3.25 hrs/repair =
add'l 113 repairs per month x X avg labor
charge/invoice = X potential add'l rev.

X

X

X

Steve M

X

X

PROJ

Curtis C

X

X

Create 90-day onboarding process.

KE

Justin C

KE

Rich T

X

Revise tech level criteria.

5,6

X

Develop & roll-out tech training for
existing employees. DOW

5

X

KE

Husein A

X

X

Create standardization plan for
trucks (e.g. tools, equipment, parts, PROJ
PPE).
PROJ

Fred S

Revise reason codes for credit
memos.

JDI

Lisa B

Design & pilot flat rate pricing

PROJ

Draft preferred Source T & C's
(MAC).

PROJ

Mark K

13

Centralize key customers billing;
create billing standard work.

PROJ

Renae H

14

Separate labor & payroll.

PROJ

Lisa B

X

15

Create Target summary invoice.

JDI

Renae H

Resolve missing invoice situation.

JDI

Lisa B

Create standard work for billing and
PROJ
collections process.

Lauren

19

Explore EDI for tech "complete"
status with Verisae

PROJ

Steve M

PROJ

Rich B

X

X

X

X

X

X

X

X

X

X

X

X

X
KE Complete
working on 30
day List

X

X

17

X

X

16

X

Shawn C

12

X

X

Fred S

5S and pilot kanban on tech trucks;
pilot water spider function for parts.

X

Date
Complete

8

9

8*

10

11

20

24*

24*

Create technician performance

X

X

X

Done

X

X

X

X

X

X

X

In Testing

X

In Process

X

X

X

X

X

X

X

X

X

X

X

X

X

X

78
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
Block
#
2

Goal / Objective
Improve quality of referral

Improvement Activity

Type
KE

Implement standard work for referral
process

Owner
Sean O'Ryan

PROJ

1/10/2008
Implementation Schedule (weeks)
2 3 4 5 6 7 8 9 10 11 12

Dianne
Prichard

3, 4

Reduce lead time beween schedulingand
Cross-train and colocate work teams
preregistration steps

5, 6

Eliminate the need for two patient checkins

Collect copays in Imaging

KE

Michael
O'Shea

6

Eliminate bottleneck in waiting area

Balance work / level demand

KE

Dianne
Prichard

9

Eliminate lead time associated with
transcription step

Implement voice recognition technology

PROJ

Sam Parks

10

Eliminate batched reading

Reduce setup required

KE

Sam Parks

7

Reduce inventory costs, regulatory risk
and storage needs

5S CT supplies area; implement kanban

KE

Michael
O'Shea

12

Reduce delay in report delivery

Implement additional fax ports

PROJ

Martha Allen

12

Reduce delay in report delivery

Increase percentage of physicians
receiving electronic delivery (rather than
hard copy)

KE

1

Martha Allen

Approvals
Executive Sponsor

Value Stream Champion

Value Stream Mapping Facilitator

Signature:

Signature:

Signature:

Date:

Date:

Date:

Date
Complete
Poll #3
Deliverables produced during Value
Stream Mapping activity

© 2010 Karen Martin & Associates

80
PACE Prioritization Matrix
Policy

10

5

Easy

I.T.
15

6

13

2
23

18 17

7

16

Process

20

9
8

1

14

25
26

12

22
27

Difficult

Ease of Implementation

21

24

4

19

11
3

High

Anticipated Benefit

Low
81
Common VSM Facilitation Issues
Keeping the team focused on the macro view
(rooftop level); it’s tempting to go into the weeds
Keeping the team focused on the current state
Assuring the team and leadership that
directionally correct data is good enough
Time management


Schedule Gemba time and conference room time
very tightly

Getting the right people on the team
Getting the right people at the interim briefings
© 2010 Karen Martin & Associates
Common Differences - Manufacturing vs. Office VSMs
Manufacturing

Office

Upper right

Center

Upper left

None

“The thing” we’re
following

Raw material, subassemblies, finished goods

Paper, verbal, and
electronic Information

Information Flow

More structured /
formalized I.T. systems

Multiple I.T. systems and
work-arounds

Multiple points across VSM

Work not scheduled

Yes

Sometimes

Inventory triangle

In-bin (if preferred)

First Pass Yield (FPY)

Percent Complete &
Accurate (%C&A)

Takt Time

Typically can be applied

Only applicable with
dedicated resources

LT determination for
each block

Based on WIP between
process blocks

Based on a single item
passing through

Customer icon
Supplier icon

Schedule notification
Material flow (via
hollow arrow)
WIP icon
Quality Metric
Recommended Resources

The Complete Lean Enterprise,
Beau Keyte & Drew Locher

Value Stream Management for
the Lean Office, Don Tapping &
Tom Shuker
Learning Objectives
Participants will learn:










What a Value Stream Map is – and what it is not.
Best practices for holding a Value Stream Mapping
activity.
How to define office & service product families.
Step-by-step approach for creating current and future
state maps.
Key differences between manufacturing and
office/service VMSs.
How to create an implementation plan from the future
state VSM.

© 2010 Karen Martin & Associates

85
For Further Questions

Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com

© 2010 Karen Martin & Associates

86

Contenu connexe

Tendances

Value Stream Mapping -The Concept
Value Stream Mapping -The ConceptValue Stream Mapping -The Concept
Value Stream Mapping -The ConceptSubhrajyoti Parida
 
Value Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeValue Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
 
value stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingvalue stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingTKMG, Inc.
 
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingValue Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingOperational Excellence Consulting
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream Mappingmahawar1987
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3TKMG, Inc.
 
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...TKMG, Inc.
 
Value Stream Mapping Overview Update
Value Stream Mapping Overview UpdateValue Stream Mapping Overview Update
Value Stream Mapping Overview Updatejheaton418
 
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)TKMG, Inc.
 
value stream mapping
value stream mappingvalue stream mapping
value stream mappingvvmech
 
Value Stream Mapping Process
Value Stream Mapping ProcessValue Stream Mapping Process
Value Stream Mapping ProcessAnand Subramaniam
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
Value stream mapping study with example
Value stream mapping study with exampleValue stream mapping study with example
Value stream mapping study with exampleMouhcine Nahal
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3TKMG, Inc.
 
Metrics-Based Process Mapping
Metrics-Based Process Mapping Metrics-Based Process Mapping
Metrics-Based Process Mapping TKMG, Inc.
 
Value stream mapping training
Value stream mapping trainingValue stream mapping training
Value stream mapping trainingJusto Castellon
 

Tendances (20)

Value Stream Mapping -The Concept
Value Stream Mapping -The ConceptValue Stream Mapping -The Concept
Value Stream Mapping -The Concept
 
Value Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeValue Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management Practice
 
value stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingvalue stream mapping and metrics based process mapping
value stream mapping and metrics based process mapping
 
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingValue Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence Consulting
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream Mapping
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3
 
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...
 
Value Stream Mapping Overview Update
Value Stream Mapping Overview UpdateValue Stream Mapping Overview Update
Value Stream Mapping Overview Update
 
Value stream mapping for non manufacturing environments
Value stream mapping for non manufacturing environmentsValue stream mapping for non manufacturing environments
Value stream mapping for non manufacturing environments
 
Value Stream Mapping in the Office
Value Stream Mapping in the Office Value Stream Mapping in the Office
Value Stream Mapping in the Office
 
13. value stream mapping
13. value stream mapping13. value stream mapping
13. value stream mapping
 
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)
 
value stream mapping
value stream mappingvalue stream mapping
value stream mapping
 
Value Stream Mapping Process
Value Stream Mapping ProcessValue Stream Mapping Process
Value Stream Mapping Process
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream Mapping
 
Value stream mapping study with example
Value stream mapping study with exampleValue stream mapping study with example
Value stream mapping study with example
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3
 
Metrics-Based Process Mapping
Metrics-Based Process Mapping Metrics-Based Process Mapping
Metrics-Based Process Mapping
 
Value stream mapping training
Value stream mapping trainingValue stream mapping training
Value stream mapping training
 

En vedette

Applying Lean Concepts in a Warehouse Operation
Applying Lean Concepts in a Warehouse OperationApplying Lean Concepts in a Warehouse Operation
Applying Lean Concepts in a Warehouse OperationAdvent Design Corporation
 
Employee Engagement & Operational Excellence: Two Sides of the Same Coin
Employee Engagement & Operational Excellence: Two Sides of the Same CoinEmployee Engagement & Operational Excellence: Two Sides of the Same Coin
Employee Engagement & Operational Excellence: Two Sides of the Same CoinTKMG, Inc.
 
Healthcare Kaizen
Healthcare KaizenHealthcare Kaizen
Healthcare KaizenTKMG, Inc.
 
Metrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionMetrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
 
The Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of EngagementThe Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of EngagementTKMG, Inc.
 
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTRapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
 
The Outstanding Organization: The Power of Clarity
The Outstanding Organization: The Power of ClarityThe Outstanding Organization: The Power of Clarity
The Outstanding Organization: The Power of ClarityTKMG, Inc.
 
A3 Management (Part 1 of 2)
A3 Management (Part 1 of 2)A3 Management (Part 1 of 2)
A3 Management (Part 1 of 2)TKMG, Inc.
 
Problem Solving & Critical Thinking
Problem Solving & Critical ThinkingProblem Solving & Critical Thinking
Problem Solving & Critical ThinkingTKMG, Inc.
 
The Coach Is In: An Open Forum
The Coach Is In: An Open ForumThe Coach Is In: An Open Forum
The Coach Is In: An Open ForumTKMG, Inc.
 
The Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineThe Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineTKMG, Inc.
 
Journey to a Lean Enterprise: New Frontiers
Journey to a Lean Enterprise: New FrontiersJourney to a Lean Enterprise: New Frontiers
Journey to a Lean Enterprise: New FrontiersTKMG, Inc.
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)TKMG, Inc.
 
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentStrategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentTKMG, Inc.
 
Value Stream Mapping - Strategy Before Tactics
Value Stream Mapping - Strategy Before TacticsValue Stream Mapping - Strategy Before Tactics
Value Stream Mapping - Strategy Before TacticsTKMG, Inc.
 
Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"TKMG, Inc.
 
Creating the Improvement-Minded Organization
Creating the Improvement-Minded OrganizationCreating the Improvement-Minded Organization
Creating the Improvement-Minded OrganizationTKMG, Inc.
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management SystemsTKMG, Inc.
 

En vedette (18)

Applying Lean Concepts in a Warehouse Operation
Applying Lean Concepts in a Warehouse OperationApplying Lean Concepts in a Warehouse Operation
Applying Lean Concepts in a Warehouse Operation
 
Employee Engagement & Operational Excellence: Two Sides of the Same Coin
Employee Engagement & Operational Excellence: Two Sides of the Same CoinEmployee Engagement & Operational Excellence: Two Sides of the Same Coin
Employee Engagement & Operational Excellence: Two Sides of the Same Coin
 
Healthcare Kaizen
Healthcare KaizenHealthcare Kaizen
Healthcare Kaizen
 
Metrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionMetrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based Solution
 
The Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of EngagementThe Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of Engagement
 
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTRapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
 
The Outstanding Organization: The Power of Clarity
The Outstanding Organization: The Power of ClarityThe Outstanding Organization: The Power of Clarity
The Outstanding Organization: The Power of Clarity
 
A3 Management (Part 1 of 2)
A3 Management (Part 1 of 2)A3 Management (Part 1 of 2)
A3 Management (Part 1 of 2)
 
Problem Solving & Critical Thinking
Problem Solving & Critical ThinkingProblem Solving & Critical Thinking
Problem Solving & Critical Thinking
 
The Coach Is In: An Open Forum
The Coach Is In: An Open ForumThe Coach Is In: An Open Forum
The Coach Is In: An Open Forum
 
The Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineThe Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of Discipline
 
Journey to a Lean Enterprise: New Frontiers
Journey to a Lean Enterprise: New FrontiersJourney to a Lean Enterprise: New Frontiers
Journey to a Lean Enterprise: New Frontiers
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)
 
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentStrategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
 
Value Stream Mapping - Strategy Before Tactics
Value Stream Mapping - Strategy Before TacticsValue Stream Mapping - Strategy Before Tactics
Value Stream Mapping - Strategy Before Tactics
 
Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"
 
Creating the Improvement-Minded Organization
Creating the Improvement-Minded OrganizationCreating the Improvement-Minded Organization
Creating the Improvement-Minded Organization
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management Systems
 

Similaire à Value Stream Mapping in Office & Service Setttings

The New Face of Quality in Office and Service Environments
The New Face of Quality in Office and Service EnvironmentsThe New Face of Quality in Office and Service Environments
The New Face of Quality in Office and Service EnvironmentsTKMG, Inc.
 
Process Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightProcess Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightTKMG, Inc.
 
Vpmep vsm gaining traction
Vpmep vsm gaining tractionVpmep vsm gaining traction
Vpmep vsm gaining tractionlintathomasn
 
Lean Transformation in Office, Service, and Knowledge Work Enviroments
Lean Transformation in Office, Service, and Knowledge Work EnviromentsLean Transformation in Office, Service, and Knowledge Work Enviroments
Lean Transformation in Office, Service, and Knowledge Work EnviromentsTKMG, Inc.
 
Error-Proofing in Office & Service Environments
Error-Proofing in Office & Service Environments Error-Proofing in Office & Service Environments
Error-Proofing in Office & Service Environments TKMG, Inc.
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
Value stream mapping - Future State
Value stream mapping - Future StateValue stream mapping - Future State
Value stream mapping - Future Statekrishnaheda
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
Metrics-Based Process Mapping: Part 2 of 3
Metrics-Based Process Mapping: Part 2 of 3Metrics-Based Process Mapping: Part 2 of 3
Metrics-Based Process Mapping: Part 2 of 3TKMG, Inc.
 
Lean Six Sigma project Caponera
Lean Six Sigma project CaponeraLean Six Sigma project Caponera
Lean Six Sigma project CaponeraAnnalisa Caponera
 
Have you tried to lean your IT Service Management? by Daniel Breston
Have you tried to lean your IT Service Management? by Daniel BrestonHave you tried to lean your IT Service Management? by Daniel Breston
Have you tried to lean your IT Service Management? by Daniel BrestonInstitut Lean France
 
Metrics-Based Process Mapping: Part 1 of 3
Metrics-Based Process Mapping: Part 1 of 3Metrics-Based Process Mapping: Part 1 of 3
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
 
LEAN SPEED vs SIX SIGMA QUALITY by JULIAN KALAC
LEAN SPEED vs SIX SIGMA QUALITY by JULIAN KALAC LEAN SPEED vs SIX SIGMA QUALITY by JULIAN KALAC
LEAN SPEED vs SIX SIGMA QUALITY by JULIAN KALAC Julian Kalac P.Eng
 

Similaire à Value Stream Mapping in Office & Service Setttings (20)

The New Face of Quality in Office and Service Environments
The New Face of Quality in Office and Service EnvironmentsThe New Face of Quality in Office and Service Environments
The New Face of Quality in Office and Service Environments
 
Lean 101
Lean 101Lean 101
Lean 101
 
Process Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightProcess Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It Right
 
Vpmep vsm gaining traction
Vpmep vsm gaining tractionVpmep vsm gaining traction
Vpmep vsm gaining traction
 
Lean Transformation in Office, Service, and Knowledge Work Enviroments
Lean Transformation in Office, Service, and Knowledge Work EnviromentsLean Transformation in Office, Service, and Knowledge Work Enviroments
Lean Transformation in Office, Service, and Knowledge Work Enviroments
 
Error-Proofing in Office & Service Environments
Error-Proofing in Office & Service Environments Error-Proofing in Office & Service Environments
Error-Proofing in Office & Service Environments
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
Value stream mapping - Future State
Value stream mapping - Future StateValue stream mapping - Future State
Value stream mapping - Future State
 
Value Stream Analysis
Value Stream AnalysisValue Stream Analysis
Value Stream Analysis
 
Six sigma
Six sigmaSix sigma
Six sigma
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
Metrics-Based Process Mapping: Part 2 of 3
Metrics-Based Process Mapping: Part 2 of 3Metrics-Based Process Mapping: Part 2 of 3
Metrics-Based Process Mapping: Part 2 of 3
 
Lean Six Sigma project Caponera
Lean Six Sigma project CaponeraLean Six Sigma project Caponera
Lean Six Sigma project Caponera
 
Have you tried to lean your IT Service Management? by Daniel Breston
Have you tried to lean your IT Service Management? by Daniel BrestonHave you tried to lean your IT Service Management? by Daniel Breston
Have you tried to lean your IT Service Management? by Daniel Breston
 
Metrics-Based Process Mapping: Part 1 of 3
Metrics-Based Process Mapping: Part 1 of 3Metrics-Based Process Mapping: Part 1 of 3
Metrics-Based Process Mapping: Part 1 of 3
 
Queueing theory
Queueing theoryQueueing theory
Queueing theory
 
Work measurement
Work measurementWork measurement
Work measurement
 
Value Stream Maps
Value Stream MapsValue Stream Maps
Value Stream Maps
 
LEAN SPEED vs SIX SIGMA QUALITY by JULIAN KALAC
LEAN SPEED vs SIX SIGMA QUALITY by JULIAN KALAC LEAN SPEED vs SIX SIGMA QUALITY by JULIAN KALAC
LEAN SPEED vs SIX SIGMA QUALITY by JULIAN KALAC
 

Plus de TKMG, Inc.

CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsTKMG, Inc.
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - YouTKMG, Inc.
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving TKMG, Inc.
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & PerformanceTKMG, Inc.
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesTKMG, Inc.
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleTKMG, Inc.
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeTKMG, Inc.
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3TKMG, Inc.
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
 
Process Change: Communication & Training Tips
Process Change:  Communication & Training TipsProcess Change:  Communication & Training Tips
Process Change: Communication & Training TipsTKMG, Inc.
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
 
How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI CultureTKMG, Inc.
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesTKMG, Inc.
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSATKMG, Inc.
 
Coaching: Asking the Right Questions
Coaching: Asking the Right QuestionsCoaching: Asking the Right Questions
Coaching: Asking the Right QuestionsTKMG, Inc.
 
A3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSAA3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
 
Respect for People: The Lean Way
Respect for People: The Lean WayRespect for People: The Lean Way
Respect for People: The Lean WayTKMG, Inc.
 

Plus de TKMG, Inc. (20)

CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving Questions
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - You
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & Performance
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and Priorities
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE example
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable System
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount Code
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)
 
Process Change: Communication & Training Tips
Process Change:  Communication & Training TipsProcess Change:  Communication & Training Tips
Process Change: Communication & Training Tips
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob Stoller
 
How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI Culture
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom Lines
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSA
 
Coaching: Asking the Right Questions
Coaching: Asking the Right QuestionsCoaching: Asking the Right Questions
Coaching: Asking the Right Questions
 
A3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSAA3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSA
 
Respect for People: The Lean Way
Respect for People: The Lean WayRespect for People: The Lean Way
Respect for People: The Lean Way
 

Dernier

NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Mist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in EgyptMist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in Egyptopstechsanjanasingh
 
Wallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loanWallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loansujat8807
 
Shravan Kumaran and sanjay kumaran.pdf..
Shravan Kumaran and sanjay kumaran.pdf..Shravan Kumaran and sanjay kumaran.pdf..
Shravan Kumaran and sanjay kumaran.pdf..ranjithapriya2
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdfEni
 
Presented by Sabri international .......
Presented by Sabri international .......Presented by Sabri international .......
Presented by Sabri international .......SABRI INTERNATIONAL
 
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxStreamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxPaulBryant58
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model InnovationMichal Hron
 
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPanhandleOilandGas
 
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdfBloomerang
 
Record of Module Forensic photography in
Record of Module Forensic photography inRecord of Module Forensic photography in
Record of Module Forensic photography inalexademileighpacal
 
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesDashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesLPI ONG
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandakashm530190
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsWristbands Ireland
 
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAYLouis Malaybalay
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfmeftaul987
 
Optimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondOptimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondBoundify
 
pitchdeck ORPC 2019 data info turine.pdf
pitchdeck ORPC 2019 data info turine.pdfpitchdeck ORPC 2019 data info turine.pdf
pitchdeck ORPC 2019 data info turine.pdflebob12
 
HOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETINGHOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETINGNATHAN SPEAKS
 
Digital Marketing Training Program skills s
Digital Marketing Training Program skills sDigital Marketing Training Program skills s
Digital Marketing Training Program skills sgodxzyrox
 

Dernier (20)

NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
 
Mist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in EgyptMist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in Egypt
 
Wallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loanWallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loan
 
Shravan Kumaran and sanjay kumaran.pdf..
Shravan Kumaran and sanjay kumaran.pdf..Shravan Kumaran and sanjay kumaran.pdf..
Shravan Kumaran and sanjay kumaran.pdf..
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf
 
Presented by Sabri international .......
Presented by Sabri international .......Presented by Sabri international .......
Presented by Sabri international .......
 
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxStreamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model Innovation
 
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 Final
 
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf
 
Record of Module Forensic photography in
Record of Module Forensic photography inRecord of Module Forensic photography in
Record of Module Forensic photography in
 
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesDashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de Operaciones
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brand
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly Products
 
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdf
 
Optimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondOptimize Your CRM Customization and Beyond
Optimize Your CRM Customization and Beyond
 
pitchdeck ORPC 2019 data info turine.pdf
pitchdeck ORPC 2019 data info turine.pdfpitchdeck ORPC 2019 data info turine.pdf
pitchdeck ORPC 2019 data info turine.pdf
 
HOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETINGHOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETING
 
Digital Marketing Training Program skills s
Digital Marketing Training Program skills sDigital Marketing Training Program skills s
Digital Marketing Training Program skills s
 

Value Stream Mapping in Office & Service Setttings

  • 1. Lean Webinar Series Value Stream Mapping in Office & Service Environments November 4, 2009 Company LOGO
  • 2. Learning Objectives Participants will learn:       What a Value Stream Map is – and what it is not. Best practices for holding a Value Stream Mapping activity. How to define office & service product families. Step-by-step approach for creating current and future state maps. Key differences between manufacturing and office/service VMSs. How to create an implementation plan from the future state VSM. © 2010 Karen Martin & Associates 2
  • 3. Womack’s Five Principles of a Lean Enterprise  Value  Value stream  Flow  Pull  Perfection — Jim Womack, Lean Thinking, 1996, 2003 © 2010 Karen Martin & Associates 3
  • 4. Value Stream Mapping’s Beginnings Mike Rother & John Shook
  • 5. 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 Request © 2010 Karen Martin & Associates Customer Receipt 5
  • 6. The Work We Do: Degrees of Granularity Rooftop View (Strategic) Value Stream Process In the Weeds (Tactical) © 2010 Karen Martin & Associates Step Step Value Stream Map Process Process Step Metrics-Based Process Map 6
  • 7. Types of Value Streams Product Value Streams Support Value Streams     Recruiting and Hiring Process Tech Support Accounts Receivable Payroll Value Stream “Segments”    The order fulfillment segment of a product line The product development cycle New account set-up © 2010 Karen Martin & Associates 7
  • 8. Current State VSM – ABC Product Family Production Control Forecast Supplier Forecast Customer PO PO Supplier Loop Work Order & Schedule Order Entry Sales PO 25 5 Schedule PT = 20 mins. %C&A = 90% PT = 2 mins. %C&A = 75% Weekly Shipper Production Loop Order Fulfillment Loop 2x weekly On-time Delivery=55% Fabrication 19 days 5 Assembly 12 days PT = 3 minutes C/O = 2.2 hrs. Uptime = 85% FPY: 93% 19 days 22 Test & Pack 3 days PT = 42 mins. C/O = 0.1 hrs. Uptime = 60% FPY: 98% 12 days 3 mins. Value Stream: Product Family ABC Current State Value Stream Map Customer Demand: 200 units / day 4 34 days PT = 2 mins. FPY: 100% 3 days 42 mins. 34 days 2 mins. PT = Process Time LT = Lead Time C&A = % Complete & Accurate AR = Activity Ratio (PT/LT x 100) RFPY = Rolled First Pass Yield Total LT = 68.1 days Total PT = 47 mins. AR = 0.144% RFPY = 91.1%
  • 9. Current State VSM - Order Fulfillment Loop Customer %C&A = 70% PO Excel SAP System 2x weekly Account data Sales Order Sales 2 hrs. Review & approve PO 25 5 4 hrs. 15 mins. 2 hrs. PT = 5 mins. %C&A = 90% PT = 15 mins. %C&A = 90% 2 hrs. Enter Order Run Credit 1 Check Value Stream Loop: Domestic Order Fulfillment Current State Value Stream Map Customer Demand: 150 orders / day Warehouse On-time delivery = 55% 2 hrs. PT = 20 mins. %C&A = 99% 2 hrs. 5 mins. Shipper Finance Order Entry 4 hrs. Approval Pick and ship order 5 2 hrs. 20 mins. 10 hrs. PT = 15 mins. %C&A = 99% 10 hrs. 15 mins. PT = Process Time LT = Lead Time C&A = % Complete & Accurate AR = Activity Ratio (PT/LT x 100) RFPY = Rolled First Pass Yield Total LT = 20.9 hrs. Total PT = 55 mins. AR = 4.38% RFPY = 55.6%
  • 10. Why Value Stream Mapping? To set strategy before diving into tactics. Enables us to SEE the process. Promotes systems thinking / seeing the whole  Helps us avoid sub-optimizing © 2010 Karen Martin & Associates 10
  • 11. VSM Goal: System Efficiency System Efficiency = Optimal Value Stream Performance Individual Efficiency = Sub-optimization © 2010 Karen Martin & Associates 11
  • 12. Why Value Stream Mapping? (continued) Shows the linkage between information and material flow. Makes the disconnects and obstacles to flow visible at a macro level Metrics-based decision making: What are you going to do to affect the numbers? © 2010 Karen Martin & Associates 12
  • 13. 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. © 2010 Karen Martin & Associates 13
  • 14. Lead Time vs. Process Time Scenario 1 Lead Time Process Time Work Received Work passed to next step LT = PT + Waiting / Delays © 2010 Karen Martin & Associates 14
  • 15. Lead Time vs. Process Time Scenario 2 Lead Time Process Time Work passed to next step Work Received LT = PT + Waiting / Delays © 2010 Karen Martin & Associates 15
  • 16. Show of Hands How many of your currently include a quality metric for each process block on your value stream maps? © 2010 Karen Martin & Associates 16
  • 17. Key Metrics: Quality %Complete and Accurate (%C&A)   The percentage of input that’s deemed “usable as is” by the person doing the work % of incoming work where 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   Measured by the immediate downstream customer and all subsequent downstream customers. Similar to first pass yield in manufacturing. © 2010 Karen Martin & Associates 17
  • 18. 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… Common finding = 0-15% Multiply ALL %C&A’s, even if parallel processes © 2010 Karen Martin & Associates 18
  • 19. 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 finding = 1-10% Could also calculate %VA to show much activity is value-adding – is typically lower than % Act. © 2010 Karen Martin & Associates 19
  • 20. Current State Value Stream Map Outpatient Imaging Services Pre-register Patient Customer Demand: 15 patients perDay (Takt Time 1920seconds) 8 hours per day Schedule Appointment Referring Physician Hospital 4 3 5 Lead Time = 24 days 2 6 Lead Time = 990 mins. Cycle Time = 30 mins. Lead Time = 990 mins. % C&A = 100 % Demand = 15 per day 1 Lead Time = 12 mins. Cycle Time = 11 mins. Lead Time = 12 mins. % C&A = 98 % % C&A = 65 % CT=Cycle Time LT=Lead Time %C&A=% Complete & Accurate Symposium E Pay Excel ADS Internet Meditech Fax Order Solutions Waiting Room Management System PACS Auto Fax 50% Us Mail 25% MD Mailbox 25% Rework Loop via Fax 25% of the time Check-in Patient (Admitting) Prep Patient (Tech) Check-in Patient (Imaging) Complete Exam (Tech) Transmit Images (Tech) Read/Dictate Exam (Radiologist) Transcribe Report (MDI) Review Draft/Sign (Radiologist) Print Reports (Imaging) Send Reports (Imaging) 5 mins. 5 5 5 mins. Cycle Time = 2 mins. % C&A = 90 % 0.0833 hrs. 3 Cycle Time = 1 mins. % C&A = 98 % 0.0833 hrs. 2 mins. 6 45 mins. 2 0.75 hrs. 1 mins. 7 30 mins. Cycle Time = 10 mins. % C&A = 100 % 2 0.5 hrs. 10 mins. 8 5 mins. Cycle Time = 15 mins. % C&A = 90 % 2 0.0833 hrs. 15 mins. 9 248 mins. Cycle Time = 3 mins. % C&A = 100 % 2 10 4.13 hrs. 3 mins. 365 mins. Cycle Time = 15 mins. % C&A = 95 % 6 11 6.08 hrs. 15 mins. 960 mins. Cycle Time = 5 mins. % C&A = 75 % 2 12 16 hrs. 5 mins. 110 mins. Cycle Time = 1 mins. % C&A = 95 % 2 1.83 hrs. 1 mins. 13 120 mins. Cycle Time = 1 mins. % C&A = 99 % 6 2 hrs. 1 mins. 14 Cycle Time = 3 mins. % C&A = 90 % LT = 32.5 hrs. 3 mins. CT = 56 mins. CT/LT Ratio = 2.87% Rolled First Pass yield = 29% VSM Champion: Paul Scanner Created: July 17, 2007
  • 21. Future State Value Stream Map Outpatient Imaging Services Standard Work Work Balance Demand = 15 per day Customer Demand: 15 patients perDay (Takt Time1920 seconds) 8 hours per day Co-locate Schedule appt Pre-register Referring Physician Hospital 3 Lead Time = 15 days 2 6 1 Lead Time = 45 mins. Cycle Time = 11 mins. Lead Time = 45 mins. % C&A = 98 % % C&A = 85 % Risk Reduction (Joint Commision) Symposium E Pay Excel Internet Waiting Room Management System Work Balancing Standard Work 3 35 mins. 4 Cycle Time = 1 mins. % C&A = 98 % 0.0833 hrs. 2 Complete Exam (Tech) 5 20 mins. Cycle Time = 10 mins. % C&A = 100 % 0.583 hrs. 1 mins. 2 Transmit Images (Tech) 6 5 mins. Cycle Time = 10 mins. % C&A = 90 % 0.333 hrs. 10 mins. Visual Workplace Set-up Reduction Prep Patient (Tech) Check-in Patient (Imaging) Fax Order Solutions PACS Auto Fax 80% Us Mail 15% MD Mailbox 5% 5S Value Stream Alignment Pull System (Supplies Kanban) Remove Check in and Reduce System Access 5 mins. Meditech CT=Cycle Time LT=Lead Time %C&A=% Complete & Accurate 2 7 120 mins. 2 Review Draft/Sign (Radiologist) 420 mins. Cycle Time = 15 mins. % C&A = 95 % 2 hrs. 2 mins. 8 Batch Reductions Voice Recognition Read/Dictate Exam (Radiologist) Cycle Time = 2 mins. % C&A = 100 % 0.0833 hrs. 10 mins. Continuous Flow 2 Print Reports (Imaging) 9 2 mins. Cycle Time = 1 mins. % C&A = 95 % 7 hrs. 15 mins. Rework Loop via Fax 10% of the time 2 30 mins. Cycle Time = 1 mins. % C&A = 99 % 0.0333 hrs. 1 mins. 10 Send Reports (Imaging) 6 0.5 hrs. 1 mins. 11 Cycle Time = 3 mins. % C&A = 90 % LT = 11.3 hrs. 3 mins. CT = 43 mins. CT/LT Ratio = 6.32% Rolled First Pass yield = 40% VSM Champion: Paul Scanner Created: July 18, 2007
  • 22. Outpatient Imaging Projected Results Metric Current State Projected % Future State Improvement Lead Time 32.5 hrs 11.3 hrs 65% Process Time Percent Activity Rolled First Pass Yield # Macro Steps Tech turnover (annual) 56 mins 2.9% 43 mins 6.3% 23% 117% 29% 40% 38% 14 11 21% 100% 25% 75% Note: Freed capacity (PT reductions) allowed the organization to earn $500,000 additional annual revenue with no additional headcount © 2010 Karen Martin & Associates 22
  • 23. Summary Metrics: Measuring Productivity Gains Labor Effort # FTEs = Total PT (in hrs) X # occurrences/year Available work hrs/year/employee Freed = Current State FTEs – Future State FTEs Capacity Note: Improvement can be expressed as Freed Capacity (FTEs), Time, or Labor Expense (or all) # FTEs = Full Time Equivalents; 2 half-time people = 1 FTE © 2010 Karen Martin & Associates 23
  • 24. What do you do with freed capacity?  Absorb additional work without increasing staff  Reduce payroll through natural attrition  Innovate – create new revenue streams  Conduct ongoing continuous improvement activities  Do a better job with fewer errors and higher safety  Talk and work with your customers and suppliers  Mentor staff to create career growth opportunities  Provide additional workforce development; cross-train  Better work/life balance  Slow down & think  Get/stay caught up  Do the things you haven’t been able to get to  Collaborate with other areas © 2010 Karen Martin & Associates 24
  • 25. Value Stream Mapping Activities Team-based Heavily weighted with those who can authorize an innovative future state.  The team goes to the gemba to obtain the metrics from those doing the work. Three day activity; three deliverables. Leadership learning is huge. Interim briefings are a key success factor. © 2010 Karen Martin & Associates 25
  • 26. HR Value Stream Mapping Charter Event Scope Value Stream Recruiting, Hiring, & Onboarding Process Leadership / Coordination Schedule Executive Sponsor Sherrye Hutcherson Event Date(s) Oct 27, 28 & 29, 2009 Value Stream N/A Champion Specific Conditions External hires Start/End Times Oct 27, 28 8:00 am - 4:30 pm Oct 29 7:30 am - 2:00 pm Customer Demand 100 per year Facilitator Karen Martin Location 9 West Seminar Trigger Vacancy First Step Hiring manager completes VPA Meals Lunch, morning & afternoon Provided? snacks Team Lead N/A Last Step Employee completes NEI Boundaries & N/A Limitations Interim Oct 27 & 28 3:30-4:30 pm Briefing(s) Oct 29 1-2 pm Coordinator Andrew Peacock Improvement Future state will be fully implemented by 2/15/2009 Timeframe Briefing Tim Burke, Sherrye H and other Attendees Division Managers Event Drivers Mapping Team 1 Cumbersome process as perceived by the customer. Function Name Contact Information 2 Need to free capacity and operate more effectively. 1 Staffing Paula Pittman 3 2 FCS HR Patty Yager 4 3 Talent Management Tad Leeper 4 HRIS Chris Ritz 5 HR Compliance Carl Olsen 1 Reduce LT from req to offer acceptance from 45-55 days to 30 days. 6 Comp & Benefits Nyla Cork 2 7 Recruiting Sheila Love 3 8 Diversity / Affirmative Action Joyce Cooper 4 9 Hiring Manager, Call Ctr Deb Emerson 5 Measureable Objectives 5 10 Hiring Manager, Production Ops Planned Deliverables On-Call Support 1 Current State VSM Function Name Contact Information 2 Future State VSM 1 IT Gary Van Osdel 3 Implementation Plan 2 Fort Calhoun - Security Herb Childs 4 3 5 4 Potential Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date: 26
  • 27. Value Stream Mapping Process Products (good or services) with common process steps Document Current State Repeat Define Product Family Foundation (the basis) for the future state; 70-80% accurate is acceptable (directionally correct) Design Future State Create flow by eliminating waste it is now obvious from your current state map); typically 3-6 months out Create Implementation Plan Implement! 3 Day Event Include accountability and timeframes for completion The goal of mapping!
  • 28. One VSM per Product Family Group Product Families by similar downstream processes, steps or equipment. Process Steps & Equipment Step A Step C Product ABC X X Product XYZ Products Step B X X Product AWR X Step F X X X 50 X X X 73 X X X Product ACC Product SUB X X X X X © 2010 Karen Martin & Associates 2 X X 5 15 X X X Product IDR Vol. Step E X Product IBM Step D X X X 12 X 1 28
  • 29. Narrowing the Scope: Selected Specific Conditions Non-Exempt Staff Replacements Exempt Staff Hiring Process New Positions Non-Exempt Staff Exempt Staff © 2010 Karen Martin & Associates 29
  • 30. Narrowing the Scope: Selecting Specific Conditions Units Domestic Consumables Warranty Service Parts Order Fulfillment Process NonWarranty Units International Consumables Warranty Service Parts NonWarranty 30
  • 31. Value Stream Mapping Process Products (good or services) with common process steps Document Current State Repeat Define Product Family Foundation (the basis) for the future state; 70-80% accurate is acceptable (directionally correct) Design Future State Create flow by eliminating waste it is now obvious from your current state map); typically 3-6 months out Create Implementation Plan Implement! 3 Day Event Include accountability and timeframes for completion The goal of mapping!
  • 32. Value Stream Mapping Facilitator Range of Necessary Traits  Skills / Knowledge     Improvement tools (root cause analysis, flow-enhancing tools, etc.) Project & time management Mediation; consensus building People effectiveness – from front line workers to execs  Authority / Respect    Designated change agent / influence leader Trustworthy Comfortable removing obstacles & reaching out to senior leadership  Personality / Energy     Naturally curious Challenging, yet supportive Positive, upbeat, energetic Pushy without irritating  Objectivity / Fairness  No attachment to the work being improved © 2010 Karen Martin & Associates 32
  • 33. Improvement Roles Strategic Who? Accountability Tool Leadership “What has to happen” Value Stream Mapping “How it will happen” Kaizen Events, Just-do-its, and Projects Tactical Middle Management Workforce © 2010 Karen Martin & Associates 33
  • 34. The VSM Event 3 days Sequestered team composed primarily of those who can authorize change Schedule  Day 1 – Document and analyze the current state  Go to the Gemba!   Day 2 – Design the future state (3-6 months out) Day 3 – Create the implementation plan Interim briefings (preferably daily) to non-team leadership © 2010 Karen Martin & Associates 34
  • 35. Interim Briefings Day 1 – here’s what we’ve learned  Establishes a mental framework for embracing improvements; “sells” the need for improvement Day 2 – here’s what we plan to do   Does anyone object? If so, why? Challenge policies Day 3 – here’s how we’re going to execute   Priorities, approach, timeframes, accountability Obtain final buy-in right then and there © 2010 Karen Martin & Associates 35
  • 36. Value Stream Mapping Process Products (good or services) with common process steps Document Current State Repeat Define Product Family Foundation (the basis) for the future state; 70-80% accurate is acceptable (directionally correct) Design Future State Create flow by eliminating waste it is now obvious from your current state map); typically 3-6 months out Create Implementation Plan Implement! 3 Day Event Include accountability and timeframes for completion The goal of mapping!
  • 37. Order Initiation Current State Map Demand = XXXX May 8, 2008 Robert Parker Information Flow 2 3 Timeline 1 Product Flow Key VSM Components Production Control SUPPLIER Process 1 I Process 2 Hours Hours Minutes I Process 3 Hours Minutes CUSTOMER I Hours Minutes Process 4 LT Minutes PT
  • 38. 3 Product Flow 2 Timeline 1 Information Flow Key VSM Components Office / Service ABC Value Stream Current State Map Demand = XXXX/yr Date Key Contact CUSTOMER I.T. Process 1 Process 2 Hours Minutes I.T. I.T. Process 3 Hours Minutes Process 4 Hours Minutes LT Minutes PT
  • 39. The timeline is the most important of the three defining characteristics of a VSM: 1) information flow 2) product flow 3) timeline If your map doesn’t include a timeline, it is not a VSM. If your map has swim lanes, it’s not a VSM. © 2010 Karen Martin & Associates 39
  • 40. Basic Mapping Icons External Organization Push Arrow Operator / Employee I Work-in-Process Material receipts & shipments Go See Scheduling Process Block PT= 25 m C/O= 40 m 2 Shifts Takt= 60m Manual Information Flow In-box Data Block Hours Lead Time Process Time Minutes Movement by Truck Electronic Information Flow Hours Minutes Timeline Hours Minutes Minutes
  • 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.” © 2010 Karen Martin & Associates 41
  • 42. Step 1 Label your map       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) © 2010 Karen Martin & Associates 42
  • 43. Takt Time: The Key to Continuous Flow Available work time Takt time = “Touch down” Customer demand 480 minutes/day Takt time = 45 new accounts = 10.6 mins OR… Time Available divided by what Kustomer Takes © 2010 Karen Martin & Associates 43
  • 44. Step 2  Identify all blocks in the process (target 5-15 blocks)  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 Each block (post-it) contains an activity or group of activities that occurs before a break in the timeline occurs (typically WIP or handoff) Activity format is verb/noun – what happens to what Include the function who performs the task Include number of workers who perform the task Include any obstacles to flow – batches, shared/inaccessible resources, system downtime, etc. Consider walking the process © 2010 Karen Martin & Associates 44
  • 46. Step 3 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 (rare in current state) Who tells whom to do what? © 2010 Karen Martin & Associates 46
  • 47. Current State Value Stream Map Supplies Purchasing - Current State VSM Purchasing — Non-repetitive purchases less than $5,000 Inititate Req. 1 Originator 31 PT = 10 mins. C&A = 10% Supplies Hard Copy Form File File Maker Quicken Vendor Website Excel ERP Data Entry Review Budget 2 Review Req. Finance PT = 5 mins. C&A = 60% 0.25 days 4 hrs. PT = 5 mins. C&A = 95% 0.5 days 5 mins. 20 Reqs Review 4 Requisition 40 hrs. PT = 5 mins. C&A = 90% 8 hrs. PT = 5 mins. C&A = 100% 1 days 5 mins. 8 hrs. 7 10 Reqs 1 PT = 10 mins. C&A = 95% 4 hrs. PT = 15 mins. C&A = 98% 0.5 days 10 mins. Approve in ERP 24 hrs. PT = 5 mins. C&A = 90% 3 days 15 mins. Submit PO to Supplier 8 63 Reqs 9 10 External Supplier Corp Purchasing Manager 1 Admin Asst Financial Mgr 1 1 days 5 mins. Enter Requisition Review 6 Requisition IS Manager 1 1 5 days 5 mins. Review 5 Requisition Sys Engineer Supervisor 2 6 2 hrs. 3 Corp Purchasing 6 56 hrs. PT = 15 mins. C&A = 98% 7 days 5 mins. 80 hrs. PT = 20 mins. 10 days 15 mins. LT = 28.4 days PT = 65 mins. AR = 0.477% RFPY = 4.2% Customer Demand: 615 requisitions per y ear PT = Process Time LT = Lead Time C&A = % Complete & Accurate AR = Activ ity Ratio (PT/LT x 100) RFPY = Rolled First Pass Y ield
  • 48. Step 4 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. © 2010 Karen Martin & Associates 48
  • 49. Post-it Conventions Process Block # Process (Verb/Noun) Function # Staff (if relevant) Barriers to flow PT (process time) % Complete & Accurate LT (Lead time)
  • 50. Step 5 Add key metrics for all process blocks    Process Time (PT) Lead Time (LT) Percent Complete & Accurate (%C&A) © 2010 Karen Martin & Associates 50
  • 51. Post-it Conventions Process Block # Process (Verb/Noun) Function # Staff (if relevant) Barriers to flow PT (process time) % Complete & Accurate LT (Lead time)
  • 52. Step 6 Create timeline & calculate summary metrics Timeline PT Sum  Timeline LT Sum  % Activity Ratio (AR)  Rolled First Pass Yield (RFPY)  © 2010 Karen Martin & Associates 52
  • 53. How to Treat Lead Time in Office/Service Environments (new slide) Lead Time Process Time Process 1 LT Process 2 LT PT PT Office/Service Lead Time ― • From the time work is made available until it’s been completed AND passed on to the next person/work group/department in the process. • Placed on the peak of the timeline to the left of the process block it refers to. • Represents total throughput time, including process time; not merely wait time. © 2010 Karen Martin & Associates 53
  • 54. Value Stream Mapping OPPD Recruiting, Hiring, Onboarding Process Results Metric Projected Projected % Current State Future State Improvement Lead Time Process Time % Activity Rolled First Pass Yield Other? © 2010 Karen Martin & Associates 54
  • 55. Typical Current State Findings Unnecessary NVA Available to work on Value Add Necessary NVA Available to next step Islands of activity (process times) within long lead times. © 2010 Karen Martin & Associates 55
  • 56. Step 7 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 © 2010 Karen Martin & Associates 56
  • 57. 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. Unnecessary – everything else - WASTE © 2010 Karen Martin & Associates 57
  • 58. Work Effort as Defined by the External Customer Unnecessary Nonvalue adding Necessary non-valueadding Value-adding
  • 59. Value Stream Mapping Process Products (good or services) with common process steps Document Current State Repeat Define Product Family Foundation (the basis) for the future state; 70-80% accurate is acceptable (directionally correct) Design Future State Create flow by eliminating waste it is now obvious from your current state map); typically 3-6 months out Create Implementation Plan Implement! 3 Day Event Include accountability and timeframes for completion The goal of mapping!
  • 60. Designing the Future State Value Stream Target All Waste! © 2010 Karen Martin & Associates 60
  • 61. Eight Wastes (Muda) Overproduction Inventory Waiting Over-Processing Errors © 2010 Karen Martin & Associates Motion (people) Transportation (material/data) Underutilized people 61
  • 62. Future State Design Goal: Removing all obstacles to flow (“the thing” should never stop)        Batches Rework WIP / Bottlenecks Handoffs Setup / changeover Physical layout Motion & transportation © 2010 Karen Martin & Associates 62
  • 63. Eight Questions for Future State VSM 1. What are the customer requirements? What’s the takt time? 2. With goods, will we produce to order or to finished goods inventory? (With services, 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 © 2010 Karen Martin & Associates
  • 64. Future State Design Considerations  Eliminate steps / handoffs  Combine steps  Create parallel paths  Alter task sequencing and/or timing  Implement pull  Reduce / eliminate batches  Improve quality  Create an organized, visual workplace  Reduce changeover  Eliminate motion & transportation  Standardize work  Eliminate unnecessary approvals / authorizations  Stop performing nonvalue adding (NVA) tasks  Co-locate functions based on flow; create cells (teams of crossfunctional staff)  Balance work to meet takt time requirements 64
  • 65. The Right Process Standardize work Mistake proof work Make problems visual Fix problems immediately Create continuous flow Level demand Balance work Create pull systems © 2010 Karen Martin & Associates 65
  • 66. Building a Lean Enterprise Process Stabilization Tools
  • 67. Building a Lean Enterprise Flow Enabling Tools
  • 68. Team Dynamics Performing Adjourning Norming Storming Forming © 2010 Karen Martin & Associates Tuckman Model Bruce Tuckman, 1965
  • 69. Future State Icons Withdrawal Combined Steps Kanban Arriving in Batches Eliminated Step Max 8 “things” FIFO First-In First-Out (max WIP defined) Production Kanban Withdrawal Kanban Signal Kanban Buffer Stock OXOX Kaizen Burst Supermarket Leveling, Mix and/or Volume Kanban Post Kanban Path
  • 70. Value Stream Mapping OPPD Recruiting, Hiring, Onboarding Process Results Metric Projected Projected % Current State Future State Improvement Lead Time Process Time Activity Ratio Rolled First Pass Yield © 2010 Karen Martin & Associates 70
  • 71. Value Stream Mapping Process Products (good or services) with common process steps Document Current State Repeat Define Product Family Foundation (the basis) for the future state; 70-80% accurate is acceptable (directionally correct) Design Future State Create flow by eliminating waste it is now obvious from your current state map); typically 3-6 months out Create Implementation Plan Implement! 3 Day Event Include accountability and timeframes for completion The goal of mapping!
  • 72. Current State Value Stream Map Supplies Purchasing - Current State VSM Purchasing — Non-repetitive purchases less than $5,000 Inititate Req. 1 Originator 31 PT = 10 mins. C&A = 10% Supplies Hard Copy Form File File Maker Quicken Vendor Website Excel ERP Data Entry Review Budget 2 Review Req. Finance PT = 5 mins. C&A = 60% 0.25 days 4 hrs. PT = 5 mins. C&A = 95% 0.5 days 5 mins. 20 Reqs Review 4 Requisition 40 hrs. PT = 5 mins. C&A = 90% 8 hrs. PT = 5 mins. C&A = 100% 1 days 5 mins. 8 hrs. 7 10 Reqs 1 PT = 10 mins. C&A = 95% 4 hrs. PT = 15 mins. C&A = 98% 0.5 days 10 mins. Approve in ERP 24 hrs. PT = 5 mins. C&A = 90% 3 days 15 mins. Submit PO to Supplier 8 63 Reqs 9 10 External Supplier Corp Purchasing Manager 1 Admin Asst Financial Mgr 1 1 days 5 mins. Enter Requisition Review 6 Requisition IS Manager 1 1 5 days 5 mins. Review 5 Requisition Sys Engineer Supervisor 2 6 2 hrs. 3 Corp Purchasing 6 56 hrs. PT = 15 mins. C&A = 98% 7 days 5 mins. 80 hrs. PT = 20 mins. 10 days 15 mins. LT = 28.4 days PT = 65 mins. AR = 0.477% RFPY = 4.2% Customer Demand: 615 requisitions per y ear PT = Process Time LT = Lead Time C&A = % Complete & Accurate AR = Activ ity Ratio (PT/LT x 100) RFPY = Rolled First Pass Y ield
  • 73. Future State Value Stream Map Supplies Purchasing - Future State VSM Purchasing — Non-repetitive purchases less than $5,000 Additional IT access Enter Req. in ERP Integrate Form File with File Maker 1 Originator 31 PT=30 mins. C&A = 85% Supplies Requisition Checklist Vendor Websites File Maker Cross Training Approval Additional IT access 2 4 hrs. 6 hrs. 0.75 days 5 mins. Place Order 3 4 5 External Supplier 6 PT=20 mins. 80 hrs. PT=20 mins. C&A = 98% 1 days 5 mins. Dedicated Buyers Corp Purchasing 8 hrs. PT=5 mins. C&A = 90% PT=5 mins. C&A = 95% 0.5 days Approve in ERP Dept. Manager 1 Supervisor 2 Use budget in place of Quicken Auto Notify Standard Work for review Review Req. ERP 10 days 20 mins. LT = 12.3 days PT = 30 mins. AR = 0.508% Customer Demand: 615 requistions per year PT = Process Time LT = Lead Time C&A = % Complete & Accurate AR = Activity Ratio (PT/LT x 100) RFPY = Rolled First Pass Yield RFPY = 71%
  • 74. Purchasing Process Projected Results Metric Lead Time Process Time % Activity Rolled First Pass Yield # Handoffs # IT Systems Freed capacity © 2010 Karen Martin & Associates Current State Projected Future State % Improvement 28.4 days 12.3 days 56.7% 65 mins 0.48% 30 mins 0.51% 53.8% 6.3% 4.2% 71.0% 1,590% 10 6 5 3 50% 50% 2.1 FTEs 10%
  • 75. Current State Value Stream Map Service Organization Source Refrigeration & HVAC, Inc. Current State Value Stream Map Serv ice Deliv ery Created February 11, 2009 CONFIDENTIAL Customer Great Plains Verisae (Customer) Special Order Part Excel Spreadsheet (Customer) Supplier Tech Upload time card Close call in Verisae Process Time Cards Tech Account Manager (West) Payroll Admin PT = 0 mins. %C&A = 70% Batch: 1x/day PT = 1 mins. %C&A = 90% Batch: 1x/day Complete Call in GP Pick up Part at Parts Store Review Service Call Data ?% Tech 40% Receive customer call Select & Dispatch Tech Call Center Dispatcher & Service Manager 5 m. 120 m. PT = 2 mins. %C&A = 60% 0.0833  hours PT = 5 mins. %C&A = 60% Tech PT = 90 mins. %C&A = 90% PT = 0 mins. 640 m. 240 m. PT = 5 mins. %C&A = 80% PT = 120 mins. %C&A = 40% 2 hours 75 minutes Dispatcher Tech 120 m. 1.25 hours 90 minutes Make Repair; Call to raise the NTE Get Part from Truck 75 m. 1.5  hours 5 minutes ?% Tech 90 m. 2 hours 2 minutes Assess Problem PT = 75 mins. %C&A = 95% 5 minutes PT = 15 mins. %C&A = 85% Batch: 1x/day Billing Admin 6 days PT = 25 mins. %C&A = 75% Posting Admin 240 mins. PT = 3 mins. %C&A = 98% Batch: 1x/day 640 m. Account Manager 3 minutes Enter Invoices into Verisae & Excel; Mail Invoices Billing Admin 120 m. PT = 10 mins. %C&A = 85% Batch: 3-5x per wk 10.7  hours 4 hours 25 minutes Review Invoices; Close in Verisae (Pac) Review & Post Invoices Review Open Ticket Report 48  hours 10 minutes A/P Admin PT = 10 mins. %C&A = 90% Batch: 1x/day PT = 10 mins. %C&A = 50% Batch: 2x/day 10.7  hours 4 hours 120 minutes Service Manager Process A/P Receive Cash; Post Payment Collections 60 days PT = 4 mins. %C&A = 95% Batch: 1x/week 480  hours 2 hours 10 minutes 4 minutes Lead Time = 572 hours Process Time = 349 minutes Acronym Key %C&A %Complete and Accurate AR Activity Ratio FTE Full Time Equivalent LT Lead Time PT Process Time RFPY Rolled First Pass Yield Lead Time to invoice = 86.2 hrs Process Time =5.9 hrs. NOTE: Business hours Activity Ratio = 6.8% RFPY = 1.1% Lead time to cash = ? days 75
  • 76. Future Future State Value Stream Map Map State Value Stream Source Refrigeration & HVAC, Inc. Service Organization Service Delivery T&M Target example, refrigeration component repair, non-peak season (35 w ork orders per day) Created February 13, 2009 CONFIDENTIAL Create Source preferred T & C's Explore flat rate pricing Customer %C&A = 99% Establish parameters for time & parts by service type EDI Interf ace Create EDI Interface w/ Customers Create Tech performance report Create EDI Interface w/ Verisae Supplier Great Plains No EDI Special Order Part Improve Tech Training; Create Sub-levels Improve Tech Onboarding Tech Create Tech Support Center Implement GPS Contact Tech Support As Needed Install kanban on trucks ? Centralize Dispatch 10% Assess Problem Dispatcher 120 mins. PT = 7 mins. %C&A = 85% 2 hrs. Make Repair; Complete call on handheld Tech PT = 75 mins. %C&A = 90% PT = 0 mins. ` 24 hrs. PT = 120 mins. %C&A = 75% 2 hrs. 1.25 hrs. Create stnd work for invoicing PT = 5 mins. %C&A = 99% 1x daily Billing Admin Compare invoice register to invoices and mail invoices 4 hrs. PT = 25 mins. %C&A = 95% 24 hrs. 2 hrs. Create Customer Billing Teams Review W.O., payroll, AP & invoice; post immediately Tech 2 hrs. 1.25 hrs. 1.25 hrs. Create invoice exception report Get Part from Truck 75 mins. 1.25 hrs. 0.117 hrs. ? Enter data into Verisae and Excel from Daily Report Billing Admin Standardize Truck Inventory PT = 75 mins. %C&A = 95% Tech 75 mins. Separate labor & payroll Pick up Part at Parts Store Tech Tech Create W.O. Dispatch Tech Excel Spreadsheet (Customer) Verisae (Customer) Billing Admin Receive Cash; Post Payment Collections 60 days PT = 5 mins. %C&A = 99% 1x daily 4 hrs. 0.417 hrs. 480 hrs. 0.0833 hrs. Lead Time = 520 hrs. Process Time = 5.12 hrs. Acronym Key %C&A %Complete and Accurate AR Activity Ratio FTE Full Time Equivalent LT Lead Time PT Process Time RFPY Rolled First Pass Yield Lead Time to invoice = 34.5 hrs NOTE: Business hours Process Time = 5.1 hrs. Activity Ratio = 14.8% RFPY = 45.4% Lead time to cash = 67 days 76
  • 77. Repair Value Stream Findings and Projected Results Metric Lead Time (request to invoice) Process Time % Activity Rolled First Pass Yield Parts store trip required © 2010 Karen Martin & Associates Projected Projected % Current State Future State Improvement 10.8 days 4.3 days 60.2% 5.9 hours 5.1 hours 13.6% 6.8% 14.8% 117.6% 1.1% 45.4% 4027.3% 40% 10% 75% 77
  • 78. Future State Implementation Plan - CONFIDENTIAL Executive Sponsor Lauren Abrams Implementation Plan Review Dates Value Stream Champion Lisa Baldewin Value Stream Mapping Facilitator Karen Martin Date Created 3/4/2009 Kaizen Burst # Objective / Projected Results Type Owner Integrate call center and dispatch. PROJ 2 Create and implement tech suport center. PROJ Bill V 3 Explore EDI with customers for work PROJ orders & invoicing 4 Implement GPS. 4,7 Improvement Activity Implementation Schedule (months) J F M A M J J A S O N D Bill V 1 Pre-req 6 7 35 WO/day = 735 WO/month. 40% to parts store = 294 WO x 75 mins = 367.5 hrs. If 3.25 hrs/repair = add'l 113 repairs per month x X avg labor charge/invoice = X potential add'l rev. X X X Steve M X X PROJ Curtis C X X Create 90-day onboarding process. KE Justin C KE Rich T X Revise tech level criteria. 5,6 X Develop & roll-out tech training for existing employees. DOW 5 X KE Husein A X X Create standardization plan for trucks (e.g. tools, equipment, parts, PROJ PPE). PROJ Fred S Revise reason codes for credit memos. JDI Lisa B Design & pilot flat rate pricing PROJ Draft preferred Source T & C's (MAC). PROJ Mark K 13 Centralize key customers billing; create billing standard work. PROJ Renae H 14 Separate labor & payroll. PROJ Lisa B X 15 Create Target summary invoice. JDI Renae H Resolve missing invoice situation. JDI Lisa B Create standard work for billing and PROJ collections process. Lauren 19 Explore EDI for tech "complete" status with Verisae PROJ Steve M PROJ Rich B X X X X X X X X X X X X X KE Complete working on 30 day List X X 17 X X 16 X Shawn C 12 X X Fred S 5S and pilot kanban on tech trucks; pilot water spider function for parts. X Date Complete 8 9 8* 10 11 20 24* 24* Create technician performance X X X Done X X X X X X X In Testing X In Process X X X X X X X X X X X X X X 78
  • 79. 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 Block # 2 Goal / Objective Improve quality of referral Improvement Activity Type KE Implement standard work for referral process Owner Sean O'Ryan PROJ 1/10/2008 Implementation Schedule (weeks) 2 3 4 5 6 7 8 9 10 11 12 Dianne Prichard 3, 4 Reduce lead time beween schedulingand Cross-train and colocate work teams preregistration steps 5, 6 Eliminate the need for two patient checkins Collect copays in Imaging KE Michael O'Shea 6 Eliminate bottleneck in waiting area Balance work / level demand KE Dianne Prichard 9 Eliminate lead time associated with transcription step Implement voice recognition technology PROJ Sam Parks 10 Eliminate batched reading Reduce setup required KE Sam Parks 7 Reduce inventory costs, regulatory risk and storage needs 5S CT supplies area; implement kanban KE Michael O'Shea 12 Reduce delay in report delivery Implement additional fax ports PROJ Martha Allen 12 Reduce delay in report delivery Increase percentage of physicians receiving electronic delivery (rather than hard copy) KE 1 Martha Allen Approvals Executive Sponsor Value Stream Champion Value Stream Mapping Facilitator Signature: Signature: Signature: Date: Date: Date: Date Complete
  • 80. Poll #3 Deliverables produced during Value Stream Mapping activity © 2010 Karen Martin & Associates 80
  • 81. PACE Prioritization Matrix Policy 10 5 Easy I.T. 15 6 13 2 23 18 17 7 16 Process 20 9 8 1 14 25 26 12 22 27 Difficult Ease of Implementation 21 24 4 19 11 3 High Anticipated Benefit Low 81
  • 82. Common VSM Facilitation Issues Keeping the team focused on the macro view (rooftop level); it’s tempting to go into the weeds Keeping the team focused on the current state Assuring the team and leadership that directionally correct data is good enough Time management  Schedule Gemba time and conference room time very tightly Getting the right people on the team Getting the right people at the interim briefings © 2010 Karen Martin & Associates
  • 83. Common Differences - Manufacturing vs. Office VSMs Manufacturing Office Upper right Center Upper left None “The thing” we’re following Raw material, subassemblies, finished goods Paper, verbal, and electronic Information Information Flow More structured / formalized I.T. systems Multiple I.T. systems and work-arounds Multiple points across VSM Work not scheduled Yes Sometimes Inventory triangle In-bin (if preferred) First Pass Yield (FPY) Percent Complete & Accurate (%C&A) Takt Time Typically can be applied Only applicable with dedicated resources LT determination for each block Based on WIP between process blocks Based on a single item passing through Customer icon Supplier icon Schedule notification Material flow (via hollow arrow) WIP icon Quality Metric
  • 84. Recommended Resources The Complete Lean Enterprise, Beau Keyte & Drew Locher Value Stream Management for the Lean Office, Don Tapping & Tom Shuker
  • 85. Learning Objectives Participants will learn:       What a Value Stream Map is – and what it is not. Best practices for holding a Value Stream Mapping activity. How to define office & service product families. Step-by-step approach for creating current and future state maps. Key differences between manufacturing and office/service VMSs. How to create an implementation plan from the future state VSM. © 2010 Karen Martin & Associates 85
  • 86. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com © 2010 Karen Martin & Associates 86