Value Stream Mapping for beginners and advanced

Learn terminologies and symbols used in value stream mapping, including bottleneck, buffer, cycle time, downtime, inventory, and information and material flow symbols, with examples.

Explore value stream mapping terminologies and symbols, including Kanban cards, lead time, process time, and waste, and learn how to improve flow with value added time and uptime.

Identify and interpret the process, material, and information flow symbols used in value stream mapping, including customer, supplier, kanban, inventory, and shipment icons.

Create a current value stream map from the paints case study, select a product family and VSM team, map process and information flows, and calculate lead, cycle, and process times.

Learn step 1 of current-state value stream mapping: select a high revenue, high-quantity product family, align similar processes, and map from the customer perspective to cut waste and improve quality.

Choose a cross-functional VSM team of product-savvy subject matter experts, ensure understanding of value stream mapping, and appoint a team leader to coordinate data, brainstorming, and implementation.

Create the current state value stream map by identifying customer demand from production history and forecasts, setting 300 paint cans per day beside the customer icon.

Define the start and end points to prevent scope creep, then map the current state value stream on paper, detailing steps from pigment diffusion to paint canning.

Map the current state value stream, tracing material flow from supplier to customer and recording cycle times, buffers, and quality data for each process.

Map the information flow in a current state value stream map, linking customer orders to buying lists, procurement, and weekly production schedules with a seasonal forecast and 14-day lead times.

Analyze the current state value stream map by tracing process, material, and information flows, and perform calculations for a 300 cans per day production.

Create a current state value stream map and calculate lead time, storage time, tag time, and cycle time from procurement to delivery, revealing 39.93 days of lead time.

Compute storage time in the current state value stream map by summing stage times from raw material in the warehouse to finished goods, totaling 18.93 days.

Create a current state value stream map and calculate takt time to meet customer demand, using time available and total demand to determine seconds per unit.

Calculate the process time, a value-added duration, by summing order preparation, move, runtime, putaway, and inspection, then apply 320 seconds to the current state value stream map.

Calculate cycle time by dividing the process time by the number of operators; for this example, 320 s by 3 equals 106.7 s, updating the current state value stream map.

Create a current state value stream map and calculate lead time, storage time, tact time, process processing value added time, and cycle time using the paint manufacturing case study.

Work through current state value stream map calculations, including TAC time, process time, and cycle time, then determine lead time and storage time from supplier delivery data.

Review a value stream map calculation for a toy figure plant, computing tag time, process time, cycle time, and lead time and storage time for a one-shift operation.

Examine the current state value stream map to lay a foundation for the future state map, analyze balance, and reduce waste to meet customer demand efficiently.

Analyze the current value stream map, comparing tag time 87 seconds to cycle time 106.7 seconds for three resources producing 300 paint cans per day, concluding it cannot meet demand.

Evaluate current state value stream map to see if adding an operator meets customer demand. Recalculate cycle time with four operators to compare against three and 300 cans per day.

Analyze the current state value stream map to balance customer demand with process capacity, identify bottlenecks, and adjust cycle times to avoid underutilized resources.

Identify seven forms of waste in the current state value stream map—overproduction, overprocessing, waiting, transport, motion, inventory, and defects—and learn to prevent them for smoother operations.

Analyze the current state value stream map, assess process balance, and identify waste to determine if customer demand is met with existing or additional operators.

Practice value stream map analysis through practical exercises, solving questions on cycle time, tech time, and operators to assess demand feasibility and identify wastes such as overproduction and motion.

Analyze value stream map scenarios to calculate cycle time, tech time, and meet demand, showing how ten vs fifteen operators affect timing and identify waste like over production and motion.

Lay a solid foundation for your future state value stream map by testing changes against the current map, applying flow, readjustment, and batch-size principles to improve process quality.

Explore achieving continuous flow in value stream mapping through pull production, using Conwip and Kanban to manage work in progress and align production times.

Readjust the process to balance the future state value stream map and prevent idle time and overproduction. Reallocate time to recovery, maintenance, and assisting others to keep production flow efficient.

Explore how altering the batch size impacts the future state value stream map, balancing resource efficiency and flow efficiency to reduce inventory and lead time.

Learn how to smooth production using Heijunka load leveling by volume, stabilizing workload and aligning cycle times to meet demand and build a strong future state value stream map.

Learn how the Heijunka box visually manages capacity for multiple products across days, using green and red Kanban cards to signal availability and guide production decisions.

Reduce changeover time for future state value stream map by applying Smed, converting internal to external steps, standardizing and piloting improvements across manufacturing and healthcare.

Identify root causes of defects with five whys and fishbone diagrams to reduce defective products, then use current state value stream maps to reveal Kaizen opportunities.

Conclude by building the foundation for the future state value stream map using current-state analysis, Heijunka, batch-size adjustments, and Kaizen.

Explore how to build a future state map from current state using lean principles, addressing tech time, warehouse or direct shipping, pull systems, production-mix leveling, with a dynamic case study.

Calculate the takt time to guide the future state value stream map. With 26,100 seconds available and a demand of 300 cans, the takt time is 87 seconds per unit.

Balance cycle times by moving pigment diffusion, paint thinning, and canning to the paste making process, enabling a continuous flow value stream with cycle time below the tag time.

Explore why a pull system regulates upstream production to meet downstream requirements, and compare Conwip and Kanban as practical ways to implement pull across processes.

Level the production mix with Heijunka or Heijunka box to smooth workload by volume. With a weekly demand of 300 paint cans, produce 50 per day with 50 in inventory.

Identify gaps in the current state value stream map and plan future state value stream improvements. Implement kanban pull, reduce warehouse stock, and balance cycle times to streamline operations.

Builds the future state value stream map for colorful limited, showing automation and safety stock cut lead time from 40 to eight days and boost shipping frequency.

Develop the future state value stream map by outlining the implementation plan and holding weekly meetings to update progress and ensure accountability for the changes.

Builds the future state value stream map and outlines implementation plans, addressing tech time, pull systems, continuous flow control, and leveling the production mix within the Dynamic Limited case study.

Discover value stream mapping guidelines in this final masterclass section, and learn tips and tricks to maximize your map while weighing the advantages and pitfalls of using the tool.

build your value stream map around customer demands, capture the current process, assign a map manager, and walk the process to ensure accurate flow and cycle-time measurement.

Follow value stream mapping guidelines and avoid common pitfalls; use maps as tools to guide improvements, not the goal. Start with high-level walkthroughs and set short-term target conditions.

Discover how value stream mapping clarifies information and material flows to support lean manufacturing, while acknowledging limitations like multi-product applicability and missing economic measures.

Learn how to get the most out of your value stream map, understand remapping guidelines, pitfalls to avoid, and the advantages and disadvantages.

Explore value stream mapping by examining current and future state maps, identify value added versus non value added activities, and analyze lead time, TAC time, process time, and cycle time.