Value Stream Mapping in Lean Business

This course will enable the learner to create and interpret both current and future-state value stream maps and to recognize how a value stream map is used to improve an organization's processes.

Effective Learning

FAQs

The Lean for Business Organizations course includes the following 6 sections:

1. Introduction to Lean for Service and Manufacturing,

2. Using Lean for Perfection and Quality,

3. Lean Tools and Techniques for Flow and Pull,

4. Reducing Waste and Streamlining Value Flow Using Lean,

5. Value Stream Mapping in Lean Business, and

6. Applying Lean in Service and Manufacturing Organizations

After completing this topic, you should be able to sequence the steps in the value stream mapping si process recognize the benefits of value stream mapping.

A value stream describes the flow of materials and information that bring a product or service to a customer. Any obstacles or waste will disrupt the flow of value in a value stream.

Use this job aid to review the icons typically used in value stream maps.

The Science of Better Learning

A value stream describes the flow of materials and information that bring a product or service to a customer.

The first step in value stream mapping is deciding exactly what to map. You need to identify which product or service will benefit most from more efficient processes.

Once you've created a current-state value stream map, you assess it to identify sources of waste.

After completing this topic, you should be able to map the current state of a given value stream

Use this learning aid to help you answer the questions.

You create a current-state value stream map to get a clear overview of a particular process and to gather baseline data so you can plan improvements.

You create a current-state value stream map to get a clear overview of a particular process and to gather baseline data so you can plan improvements.

Once you've gathered all the relevant information, you create the shell of a value stream map.

Next you can practice mapping a value stream, using the icons typically included in value stream maps.

After completing this topic, you should be able to recognize steps to creating a future-state map

Future-state value stream maps provide strategic direction for improvements and help you to develop performance metrics, for measuring performance and comparing it against the current-state baseline.

Use this job aid to review the steps you need to take when creating a future-state value stream map.

Use this follow-on activity to guide you in creating current- and future-state value stream maps.

Future-state value stream maps provide strategic direction for improvements and help you to develop performance metrics, for measuring performance and comparing it against the current-state baseline.

The second step in creating a future-state value stream map is to identify process blocks, which are processes or process steps for which cycle time exceeds takt time.

Once you've identified process blocks, you can address these in one of two ways. For highly regulated and repeatable processes, you should implement line balancing.

When processes change often or aren't repeatable, it's best to implement a pull production system to balance the production line. Push systems move materials and information forward once a process is complete, irrespective of whether there's enough capacity to continue processing them at the next stage or there is a requirement of materials. In pull systems, the opposite applies – materials and information move only when they're needed by a process further down the line.

This course will enable the learner to create and interpret both current and future-state value stream maps and to recognize how a value stream map is used to improve an organization's processes.

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