Mapping the Value Stream Definitions

Question 1

Second principal of Lean

Answer 1

Map the Value Stream, a key tool.

Question 2

Once you know what value is, the next step is…

Answer 2

to find out where it comes from and, consequently, where it does not occur.

Question 3

In mapping the value stream, we will…

Answer 3

map all the activities that contribute to delivering the product or service from end to end, from supplier to customer�

Question 4

Value stream map is… (2nd lean step)

Answer 4

a single tool that identifies value, shows you the waste, communicates the process, and focuses your efforts.

Question 5

When implementing Lean, especially at the organization or enterprise level or the process level, it is strongly encouraged to… (2nd lean step)

Answer 5

do the value stream map step immediately after identifying value

Question 6

One good value stream map can…

Answer 6

generate the information necessary to drive many kaizen events, large and small

Question 7

What is a process?

Answer 7

a repetitive and systematic series of steps or activities where inputs are modified, or transformed, into what we hope will be value-added outputs that the customer is willing to pay for.
(the steps connecting input and output)

Question 8

Three perceptions of a process (which is focus)

Answer 8

• What you think it is.
• What it actually is (one to focus on)
• What it should be

Question 9

Why do we need a process focus?

Answer 9

Understand how and why things get done:
• link our customer and supplier relationships
• do more with fewer resources without compromising quality.
• see the process as it is, understand what is contributing to the issues we are seeing (main focus)
• Stop blaming from people to process
- Tip: if you give your people better processes, then you will get better performance from them.
Give a process a name.

Question 10

Voice of customer vs. process

Answer 10

• Voice of the customer
- Set specifications, targets, and requirements
- The customer tells you what they will tolerate, and what they will not

• Voice of the process
- Cycle time
- Defects
- Waste

Question 11

Lean focus is on both…

Answer 11

Lean is focused on process but needs to be connected to the customer.

Question 12

6M’s to facilitate brainstorming are…

Answer 12

Identify sources of variation, ask about all of them: “ what is it about man in the process”
- Man
- Machine
- Material
- Method
- Measurement
- Mother nature

Question 13

4 Main flow chart symbols

Answer 13

Current and future state
• Oval – starting or ending point in the flow chart
• Step – a rectangular box, usually a process step
• Decision diamond – usually a yes/no scenario (exception handling, right)
• Connector – a circled letter, or possibly a number, indicating its match on another page

Question 14

Flow chart drawn in columns is a ? (give MPD example)

Answer 14

Swim lane flow chart
Examples of MPD columns:
1) artist/creative
2) agency
3) printer
4) MPD
5) end customer

Question 15

Flow chart in columns is a ? (give agency example)

Answer 15

Swim lane flow chart
Examples of agency columns:
1) customer
2) agent
3) insurance rep
4) underwriter
5) customer service

Question 16

Value stream mapping 3 rules

Answer 16

1) simple basic; 10-15 steps
2) each member creates their own mapes
3) train how the map is to be created

Question 17

Value stream mapping process

Answer 17

1) Educate the team on how to create a map
2) Initial Brainstorm
3) scope the project
4) complete a waste walk
5) rough-cut map, final and current state

Question 18

Value stream mapping symbols

Answer 18

• Supplier, customer
• Transportation/shipping
• Kaizen burst (rapid improvement)
• Operator symbol
• Supermarket (inventory pull) symbol
• Process box with data symbol
• Electronic flow symbol
• Push arrow symbol (downstream full-up)
• Manual Information (paper flow)
• Inventory symbol (2nd, tombstone waiting to die)
• Go see symbol
• Timeline

Question 19

Timeline symbol described a bit more

Answer 19

The timeline symbol is where you capture the value vs non-value-add times
- Capturing these times gives you a summary of what is going on in your value stream and what the customer would be willing to pay for/not be willing to pay for

Question 20

What data is relevant for the data box?

Answer 20

• Cycle time
• Changeover time
• Uptime
• Reasons for delays
• Batch size
• Number of resources used in the process boxes

Question 21

Value stream, Key measurements (data), 4 typical improvements…

Answer 21

• Shortening lead times
• Reducing costs
• Improving quality
• Increasing output

Question 22

Value stream, key measures (data) elements include these 3 items:

Answer 22

• Cycle time – the amount of time it takes for a product, service, or customer to move through this process step
• Changeover time – the downtime associated with changing products for a machine that makes multiple items
- Similarly, in loan processing the time it takes to go from a first-time home owner’s loan vs. a typical mortgage may require downtime
• Non-value-added time – the time within this cycle time that the customer does not pay for - May require a time study

Question 23

Value stream, key measures (data) elements other information:

Answer 23

• Yield as a percent
• Scrap
• Value-added time
• Number of shifts
• Number of employees
• processor speed
• cost per unit

Question 24

Five LEAN principles

Answer 24

1) Define value
2) Map value stream
3) create flow
4) Establish Pull
5) Pursue Perfection

Question 25

Difference between process and value stream maps.

Answer 25

The addition of key data that helps solve the problem helps show if the step needs improvement.
A value stream map shows the non-value activities (current state).

Question 26

Data box elements

Answer 26

Value stream map, systems or data
- cycle time
- change over time (downtime)
- non-value added time (time customer doesn’t pay for)
- other elements:
- - yield (quality improvement)
- - scrap (associated with a step)
- - overall equipment effectiveness (OEE)
- - value added time
- - number of shifts
- - number of employees
- - processor speed
- - cost per unit for processor step

Question 27

TAKT time definition

Answer 27

A data element
German word for conductor baton, meter.
Customer demand rate, amount of time to deliver each product or service to keep up with demand.

Question 28

TAKT time, net available

Answer 28

Available time:
3 shifts x 8 hours x 60 minutes x 60 seconds=86,400s
less: breaks, 3 x 40 x 60 = 7,200s
Net available time each day: 79,200s
customer wants 200 parts per day
Takt is seconds / part or 79200/200=396s/unit, can be converted to minutes, 396/60=6.6 min/unit, or 6:36 per min/unit.

Question 29

TAKT time MPD example

Answer 29

1x8x60x60=28,800
less 1x 45 (15brk + 30 lunch) x 60= 2,700s
net available time each day: 26,100
MPD customer demand: 1,100,000 / 2080 x 8 hrs = 4,230 /day
Takt is seconds / part or 26100 / 4230 = 6.17s/unit, can be converted to minutes, nsg.

Question 30

Other data measures: Yield formula

Answer 30

(Parts/services delivered) / (Parts/services produced/attempted to deliver)
Yields complement is “scrap” (parts not delivered/services)
MPD? job incoming pieces finished 9,500 / pieces received 10,000=95% RTY?

Question 31

Other data measures: Rolled Throughput Yield (RTY) formula

Answer 31

Yield at each step x each step.
step 1 yield x step 2 yield x step 3 yield = 0.75x0.95x0.85=0.605 or 61% RTY.

Question 32

Other data measures: Available time formula

Answer 32

Amount of time the process should be running.

Question 33

Other data measures: Up time

Answer 33

Percent of available time
(amount of time the process is actually running / available time)

Question 34

Other data measures: Down time

Answer 34

Complement to Uptime

Question 35

Other data measures: Machine capacity

Answer 35

Number of units the machine can produce during the available time/number of services can deliver.

Question 36

Other data measures: Available or open capacity formula

Answer 36

Percent of available time that is not running due to lack of customer demand.
MPD = they keep this to a minimum.

Question 37

Other data measures: Machine availability formula

Answer 37

(percent of minutes running) / (minutes available)
differs from uptime, Do Not remove change over time in this calculation.

Question 38

Other data measures: Change over time formula

Answer 38

Time between producing parts.
(from stop to start again)

Question 39

Takt and other data comparison

Answer 39

Takt time (cust. demand) 52800 / 1000 = 52.8s/unit,
- plan cycle time should always be less than Takt time.
- covers unplanned downtime waste

Question 40

Value stream map, why?

Answer 40

Allows us to see flow of information (sipoc) AND material (spaghetti), see relationship between value added time and lead time.

Question 41

Value stream map book origin?

Answer 41

book: “Learning to See”, Mike Rather
- try not to fix everything at once.
- optimize door to door

Question 42

Steps to build a Value Stream Map

Answer 42

1) draft end to end process steps
2) go to gemba - see the steps
3) confirm transactional steps and inventory
4) farm existing data for data box items
5) go to gemba to confirm data box information
6) count inventory at each step

Question 43

Why current and future state maps?

Answer 43

Celebrate successes
Future, allows to dream, plan kaizen events
(if you know how to get there, you haven’t stretched)

Question 44

Focus on value and eliminate waste

Answer 44

Value stream map