How can you create an effective value stream map?

I would say the first thing that comes to your mind while planning to create a value stream should be the intention to find abnormalities by doing this activity. The team should be clearly instructed as per assigned task and duties. This is your required tool to find your flow of manufacturing while showing lots of wastages that are affecting the speed of the flow.

Critical in the first step is to identify the stakeholders who will help populate the value stream map for you. This must include people who work at the Gemba as well as those that interface directly with external stakeholders (customers/vendors).

All great views on how to start the VSM. Thank you for the different views. Start with the goal in mind not the issues at hand. The longterm sustainable goal is better than any of the classical (lead time reduction, improve inventory turnover, reducing waste etc...). This goal should be primary for all departments and have a deep meaning in their daily activities. If a good company vision is established then the goal is much more evident and it can be easily supported with the depiction of the VSM. VSM is to give daily visualization to all people in the organization where they are headed and what is the current step to be climbed in the months ahead. Every organization should use the VSM to convey to the people the "north star".

Creating an effective value stream map (VSM) involves a systematic approach, begins with clearly defining the scope and purpose of the mapping effort. Assembling a CFT ensures diverse perspectives and comprehensive insights. Identifying the starting and ending points of the value stream establishes the boundaries for mapping. The process of mapping the current state involves using standardized symbols to visually represent each step, including key metrics like lead times and cycle times. Data collection is essential to quantify performance and identify areas for improvement. Continuous improvement is integral, ensuring that the value stream map remains a dynamic tool for enhancing organizational efficiency and responsiveness.

While drawing a map, all you need to have a clear vision of your object. Only have a project or scope of the work doesn't support regardless of statement of purpose. It merely depends upon the purpose while effectively engaging and defining the boundaries of map.

For successful value stream mapping, it's crucial to ensure clarity in defining the scope for all stakeholders. This involves meticulously mapping the current state, pinpointing areas for improvement, and calculating both lead and cycle times before and after proposed changes. The next step is to create a new map, collaborate with cross-functional teams, initiate the change implementation, and meticulously evaluate the impact of the implemented changes.

You've outlined crucial considerations for creating a value stream map. Clearly defining the process, identifying boundaries, understanding inputs and outputs, recognizing customers and suppliers, addressing problems, and establishing measurement criteria are key steps in ensuring a focused and effective map.

Why do we map? Processes change and grow in response to their environment and the requirements placed on them. Over time we end up with a "franken-process," which is a bolted-together collection of old practices and methods. Starting with a SIPOC, a high level map, will make the VSM easier to manage, since then you can drill down into the areas of opportunity and still keep the goal of the process in mind. The elements of a SIPOC will be used to shape the current state map. Documenting the current process and identifying opportunities for improvement are the key goals of mapping.

Defina o objetivo do seu mapa de fluxo de valor, ou seja, qual processo você quer analisar e otimizar, e qual é o resultado esperado. Observe e colete dados sobre o processo atual, desde o pedido do cliente até a entrega do produto ou serviço. Você pode usar diferentes formas de coleta de dados, como entrevistas, observação direta, cronometragem, medição. Identifique as fontes de desperdício e ineficiência no mapa de fluxo de valor do estado atual, como por exemplo, superprodução, transporte desnecessário, defeitos, retrabalho, excesso de estoque. Crie um plano de ação para eliminar ou reduzir os desperdícios e ineficiências, definindo as metas, as responsabilidades, os recursos e os prazos para implementar as melhorias.

To be able to draw the current value stream map, we have to understand the processes involved. And by understand, it is not just by the procedure or the process standards, but by actually seeing the process and taking in as much data and information as needed. Some of the helpful data gathering activites are: 1. Conduct actual process verification. 2. Gemba activities and observations. 3. Interview process owners and leaders. 4. Identify current process performance to time and motion study. With these, you will be able to gather realistic information to draw the stream and eventually aid in formulating the improvement plan that will effectively produce the expected results.

Gamba is must! usually the group conducting VSM overlook the importance of Gamba and rely on data collection through interviews, survey and or historic data the tendency of missing minute but important data is always there, So, I strongly recommend the group to do the Gamba.

While collecting and verifying data the most primary thing is the deep hypothesis of process whatever the data or requirement is. Believe in transparency while gathering any data.

De los datos, primeramente analizar los atipicos, para no eliminar una posible causa. Las mediciones deben tener consideradas las incertidumbres.

Reúne todos los datos relevantes sobre el proceso que estás analizando. Esto puede incluir tiempos de ciclo, tiempos de espera, inventario, información sobre los pasos del proceso, etc. Verificar la precisión y la integridad de los datos recopilados, es crucial.

Also consider the importance of clear documentation during data collection. Encourage recording not just the numbers but also contextual details, like specific scenarios or challenges faced during the process. This additional layer of information can provide valuable insights during the analysis phase, contributing to a more nuanced understanding of the workflow and potential improvement areas.

After gathering data, your first attempt will be the flow diagram for the current process which should have mentioned all the steps in process running.

Utilizando los datos recopilados, dibuja el mapa de flujo de valor del estado actual del proceso. Representa los pasos del proceso, los flujos de material, las interacciones entre los diferentes elementos y cualquier otro aspecto relevante. Utiliza símbolos estándar del mapa de flujo de valor para que sea comprensible para todos los involucrados.

Understand the importance of involving team members who actively engage in the process when drawing the current state map. Their firsthand insights can uncover nuances and intricacies that might not be apparent from data alone, contributing to a more accurate depiction of the current workflow. Additionally, stress the iterative nature of this mapping process, encouraging regular reviews and updates to ensure its ongoing relevance.

Primeiro, em conjunto com os stakeholders, identifique o escopo do seu VSM. Determine os limites do processo que você deseja mapear, desde a concepção até a entrega final ao cliente. Faça o gema walk e confirme as informações, não se baseie apenas em históricos. Depois, mapeie o fluxo de valor atual. Se precisar, gaste mais tempo em entrevistas. Colabore com todas as partes envolvidas para desenhar o fluxo de trabalho existente, destacando todas as etapas, interações e esperas. Por fim, identifique desperdícios. Analise seu VSM em busca de atividades que não agregam valor ao cliente, como esperas, retrabalho ou excesso de processamento. Finalizada essa etapa, implemente ao mesmo tempo que monitora e ajusta os processos.

After drawing current flow diagram, analyse the process having criticism and improvement strategy in mind for the future map as well as optimistic approach.

Examina el mapa de flujo de valor del estado actual y busca oportunidades de mejora. Identifica los cuellos de botella, los pasos innecesarios, las ineficiencias y cualquier otro aspecto que pueda ser mejorado. Analiza los datos recopilados para comprender el rendimiento actual del proceso.

Enhance the collaborative aspect of the analysis phase by involving cross-functional teams. Diverse perspectives can bring unique insights, enhancing the depth of your root cause identification. Additionally, due to the dynamic nature of these analyses, urge the teams to revisit and adjust their assessments as the process evolves. This flexibility ensures that your improvements align with the evolving needs and dynamics of the workflow.

Drawing the future state map is not as easy as it looks but it only overcomes the current map after you have done each and every step discussed above that helps in understanding and effectively mapping the future one.

Here we need to understand the importance of setting realistic timelines for implementing changes in the future state map. Emphasize the need for a step-by-step approach, allowing for gradual adjustments and ensuring a smoother transition. Encourage teams to consider the scalability of improvements and to engage stakeholders in the process to garner support and valuable insights. This practical approach ensures a more sustainable and achievable transformation.

The action plan or "newspaper" needs to be in the form of "Who does What by When" to be effective. Think about where else you can use the improvements identified. After implementation, be sure to use the PDCA cycle to check with the operators of the process to ensure that issues were resolved without adding any new issues.

Establecer varias estrategias para solucionar el problema y ordenarlas por oportunas, las demás son el Plan B. Monitorizar los indicadores para saber si se está en el camino correcto.

Ask some key questions for your future states like following! 1. What will be the takt time of your future state? 2. What will be the pacemaker process in your future state map? 3. What will be the incremental work you will release at pacemaker process at regular intervals of time? 4. Where you are making supermarkets? ( Generally upstream to the pacemaker process to control the over production of the process which are faster than takt time) 5. Where you want to move the products in Continous flow? 6. What improvements you will required to get to the future state?

One of the worst thing that can be done is to try to make improvements to a process you are not familiar doing or know it just by paper , best person to do the kaizen will be the actual operator .

Have a vision of what the future will look like 👍 Be an Elon and shoot for the stars or planet in his case except failure but most importantly learn from it the vision awaits!

VSM is a great method to identify the bottlenecks and wastes in the production flow - on paper. But how is it look like in practice? There is one thing that we used to consider after a value stream mapping/design workshop, and it is the layout design. It is not enough to know how your product is built, you also have to consider: - do we have an optimal layout that enables the “one direction” material flow? - do we have transport / movement loops? - do we have enough space for the puffers and stocks? - do we have an optimal transport / material route? - do we have to relocate / reconstruct something for a better flow? Think about these also, and you will be surprised how many extra actions will be defined!

Many times the opportunities in mapping are getting the cross-functional team to talk to each other and understand what information, tools or supplies are needed at each step of the process to perform the step efficiently and effectively. Information flow is a vital part of effective VSMs. For the future state, keep in mind the idea that "Information (about the process) should be kept where the question is asked," not on the network or the production manager's bookshelf. Figure out how to get info to the right people at the right time.

Es fundamental establecer objetivos claros desde el principio, involucrando a todas las partes interesadas para obtener una visión completa del proceso. Mantener al cliente como enfoque central ayuda a identificar áreas críticas para la mejora. La observación directa del proceso y la identificación precisa de desperdicios son pasos clave. Además, es vital pensar en el futuro, anticipando cambios y evolución a largo plazo. Establecer métricas de seguimiento y ser flexibles para adaptarse a cambios son aspectos esenciales para asegurar que el mapa de flujo de valor sea una herramienta efectiva para mejorar continuamente los procesos operativos.