Lean - Value Stream Mapping (VSM) (PowerPoint PPTX Slide Deck)

BENEFITS OF THIS POWERPOINT DOCUMENT

1. enables broad cross-functional participation in documenting the current state and shaping the future,
2. shows the linkage between material flow and information flow, and
3. provides a powerful tool in identifying waste, so it can be eliminated, contributing to shorter lead times and lower costs.

OPERATIONAL EXCELLENCE PPT DESCRIPTION

Explore Lean Value Stream Mapping (VSM) with this comprehensive training module by an ex-NOKIA executive. Enhance operational efficiency and eliminate waste. Lean - Value Stream Mapping (VSM) is a 157-slide PPT PowerPoint presentation slide deck (PPTX) with a supplemental Excel document available for immediate download upon purchase.

Read Marcus Overview

Explore Slides inside the Deck:

Current State Value Stream Mapping Overview Key Performance Metrics for Value Stream Mapping Value Stream Mapping Event Planning Charter

Value Stream Mapping (VSM) is a lean management technique used to analyze the flow of materials and information currently required to bring a product or service to a Customer. The goal of value stream mapping is to reduce the end-to-end lead time of a process by highlighting and eliminating sources of waste, as well as by building processes and value chain where the individual process steps are directly linked to their customers either by continuous flow or by pull.

The Lean – Value Stream Mapping (VSM) Training Module includes:

1. MS PowerPoint Presentation including 158 slides covering

•  History of Lean Manufacturing,
•  The Five Lean Principles,
•  The Seven Lean Wastes,
•  A Step-by-Step Approach to Value Stream Mapping, and
•  Basic Lean Management Methods and Tools.

2. MS Excel Value Stream Mapping Team Charter Template, Future State Transformation Plan Template, Process Study Worksheet Template & Example, Work Chart Template, Work Combination Table Template & Example, and Process Capacity Worksheet Template & Example.

"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."

This comprehensive module delves into the historical evolution of lean management, providing context and foundational knowledge. It includes multimedia elements like the Ford Model T video to illustrate real-world applications. The training material meticulously defines value-added work and identifies the seven types of waste, offering practical examples and causes. Detailed templates and worksheets facilitate hands-on learning and implementation. The module also covers essential lean tools such as Kanban systems and 5S visual workplace, ensuring a holistic understanding of lean principles. This resource is indispensable for executives aiming to streamline operations and enhance efficiency.

MARCUS OVERVIEW

This synopsis was written by Marcus [?] based on the analysis of the full 157-slide presentation.

Executive Summary
The Lean Value Stream Mapping (VSM) presentation is a comprehensive training module designed to facilitate the planning and execution of Value Stream Mapping events. Developed by an experienced Operational Excellence Coach, this resource equips organizations to enhance operational efficiency by identifying and eliminating waste. By employing Lean principles, users will be able to visualize and improve the flow of materials and information, ultimately leading to increased customer satisfaction and profitability.

Who This Is For and When to Use
•  Operations Managers seeking to streamline processes
•  Lean Practitioners focused on waste reduction
•  Continuous Improvement Teams aiming to enhance productivity
•  Business Analysts tasked with process mapping and optimization

Best-fit moments to use this deck:
•  During initial Lean training sessions to introduce VSM concepts
•  When preparing for a Value Stream Mapping workshop
•  To analyze current state processes and design future state maps
•  In ongoing Lean initiatives to reinforce waste reduction strategies

Learning Objectives
•  Define Value Stream Mapping and its role in Lean management
•  Identify and categorize the 7 types of waste in processes
•  Develop a current state map to visualize existing workflows
•  Design a future state map that eliminates waste and optimizes flow
•  Create a transformation plan to implement improvements
•  Engage stakeholders in the VSM process for broader participation

Table of Contents
•  The History of Lean Management (page 3)
•  The Five Lean Management Principles (page 14)
•  The Seven Lean Wastes (page 19)
•  Value Stream Mapping Definition & Benefits (page 33)
•  Value Stream Mapping Development Process (page 39)
•  Basic Lean Management Tool Box (page 106)

Primary Topics Covered
•  Lean Management History - Overview of the evolution of Lean principles and their application in various industries.
•  Lean Principles - Core principles including defining value, mapping value streams, and pursuing perfection.
•  Lean Wastes - Identification of the 7 wastes (TIMWOOD) and their impact on efficiency.
•  Value Stream Mapping - Definition, benefits, and the process of creating VSMs to visualize workflows.
•  Current and Future State Mapping - Techniques for documenting current processes and designing improved future states.
•  Lean Tools - Introduction to tools such as Kanban, 5S, and Standard Work that support Lean initiatives.

Deliverables, Templates, and Tools
•  Value Stream Mapping Charter template for project initiation
•  Current State and Future State mapping templates
•  Guidelines for conducting Value Stream Walks
•  Transformation Plan template for implementing changes
•  Lean Management Tool Box overview for practical application
•  Metrics definitions for assessing process performance

Slide Highlights
•  Overview of Lean principles and their historical context
•  Visual representation of the Value Stream Mapping process
•  Detailed breakdown of the Seven Lean Wastes with examples
•  Step-by-step guide for developing a Value Stream Map
•  Transformation Plan execution strategies and key performance indicators

Potential Workshop Agenda
Value Stream Mapping Workshop (3 Days)
•  Day 1:
•  Develop a Charter & Establish the Team
•  Document Current State → Kick-off
•  Document Current State → First Value Stream Walk
•  Day 2:
•  Document Current State → Map Layout
•  Document Current State → Second Value Stream Walk
•  Document Current State → Map Details
•  Day 3:
•  Design Future State
•  Create Transformation Plan
•  Manage Execution

Customization Guidance
•  Tailor the Value Stream Mapping Charter to reflect specific organizational goals and team members
•  Adjust the current state mapping process to align with unique workflows and operational realities
•  Incorporate industry-specific examples and case studies to enhance relevance
•  Modify the transformation plan template to include organization-specific KPIs and metrics

Secondary Topics Covered
•  The role of leadership in Lean initiatives
•  Engaging employees in continuous improvement efforts
•  Techniques for sustaining Lean practices over time
•  The impact of technology on Lean processes
•  Strategies for overcoming common barriers to Lean implementation

FAQ
What is Value Stream Mapping?
Value Stream Mapping is a Lean management technique used to visualize the flow of materials and information required to deliver a product or service to a customer, identifying areas for improvement.

How does VSM help in waste reduction?
VSM highlights non-value-added activities, allowing organizations to eliminate waste and streamline processes, ultimately enhancing efficiency and customer satisfaction.

What are the Seven Lean Wastes?
The Seven Lean Wastes include Transportation, Inventory, Motion, Waiting, Over-Processing, Over-Production, and Defects, each representing areas for potential improvement.

What is the purpose of a transformation plan?
A transformation plan outlines the steps needed to implement improvements identified during the Value Stream Mapping process, ensuring accountability and tracking progress.

How can I engage my team in the VSM process?
Involve team members in Value Stream Walks and encourage their input in identifying waste and suggesting improvements, fostering a culture of continuous improvement.

What tools are included in the Basic Lean Management Tool Box?
The tool box includes Lean Standard Work, Quick Changeover, Work Balancing, Kanban Systems, Level Loading, and 5S Visual Workplace techniques.

How do I measure the success of Lean initiatives?
Success can be measured through key performance indicators (KPIs) such as lead time, process efficiency, and customer satisfaction metrics.

What is the significance of Takt Time in Lean?
Takt Time is the required production rate to meet customer demand, helping to balance workloads and optimize production flow.

How often should VSM be revisited?
VSM should be revisited regularly, especially after significant process changes or at scheduled intervals to ensure continuous improvement.

Glossary
•  Value Stream - The sequence of activities required to design, produce, and deliver a product or service.
•  Lean Management - A methodology focused on minimizing waste while maximizing productivity.
•  Takt Time - The maximum allowable time to produce a product to meet customer demand.
•  Kanban - A visual scheduling system that indicates when to produce or move items.
•  5S - A workplace organization method that stands for Sort, Set in Order, Shine, Standardize, and Sustain.
•  Waste - Any activity that consumes resources without adding value to the product or service.
•  Current State Map - A visual representation of the existing process flow.
•  Future State Map - A visual representation of the desired process flow after improvements.
•  Transformation Plan - A document outlining the steps and measures needed to achieve the future state.
•  Continuous Improvement - Ongoing efforts to improve products, services, or processes.
•  Standard Work - Documented best practices for performing a task consistently and efficiently.
•  Cycle Time - The total time from the beginning to the end of a process.
•  Lead Time - The total time it takes for a product to be delivered after an order is placed.
•  Process Efficiency Ratio - A measure of how effectively a process converts inputs into outputs.
•  Work Balancing - The practice of distributing work evenly across all process steps to optimize efficiency.
•  Quick Changeover - Techniques aimed at reducing the time it takes to switch from one product to another.
•  Visual Management - The use of visual cues to communicate information about processes and performance.
•  Gemba - A Japanese term meaning "the real place," referring to the place where value is created.
•  Kaizen - A philosophy of continuous improvement involving everyone in the organization.

OPERATIONAL EXCELLENCE PPT SLIDES

Current State Value Stream Mapping Overview

This PPT slide presents a current state map for value stream mapping, detailing the flow of materials and information in production. Key components include raw material suppliers, production planning using Material Requirements Planning (MRP), and customer orders. The production process is segmented into stages: Cutting, Printing, Binding, and Shipping. Cutting has a cycle time of 1.5 seconds, no changeover time, and operates at 75% uptime, producing 4,500 rolls and 1,500 grams. Printing features a cycle time of 2.5 seconds, a changeover time of 65 minutes, and 95% uptime. Binding has a cycle time of 4 seconds and a changeover time of 25 minutes. Shipping has a total lead time of 2 days, with a staging area for finished goods, emphasizing logistics. This overview helps identify bottlenecks and areas for operational improvement.

Key Performance Metrics for Value Stream Mapping

This PPT slide presents key performance indicators for Value Stream Mapping (VSM), focusing on metrics that assess process efficiency and effectiveness. Key ratios include the Process Efficiency Ratio (PE), calculated by dividing Total Value Added Time by Total Lead Time, indicating the proportion of lead time spent on value-adding activities. The Process Activity Ratio (AR) measures Total Processing Time against Total Lead Time, revealing the time spent on productive versus non-productive activities. The Rolled % Complete & Accurate metric aggregates accuracy across processing steps, emphasizing the cumulative impact of precision. Total Labor Processing Time measures the average time to complete the process without interruptions, crucial for optimizing workforce allocation. These indicators are essential for analyzing processes, identifying bottlenecks, and driving operational improvements.

Value Stream Mapping Event Planning Charter

The Value Stream Mapping (VSM) Charter Template organizes and executes VSM events, capturing essential details like value stream name, conditions, demand rate, triggers, and the first and last steps. Defining boundaries and limitations focuses the analysis and prevents scope creep. The "Current State Issues & Business Needs" section identifies challenges and requirements, establishing the starting point for the value stream. "Measurable Target Conditions" enables teams to set specific, quantifiable improvement goals. The template identifies benefits for both external customers and the business, aligning customer satisfaction with organizational objectives. It outlines roles, including executive sponsor and event facilitator, promoting accountability for effective collaboration. The agreement section formalizes commitment among stakeholders with signatures and dates, ensuring comprehensive documentation for effective VSM implementation.

Optimizing Operations through Value Stream Mapping

This PPT slide details the Value Stream Mapping (VSM) process, integrating Kaizen events within the operational workflow. It outlines the flow from raw material suppliers to the end customer, highlighting stages such as cutting, printing, binding, and shipping. Key performance indicators include cycle times (C.T.), changeover times (C.O.), and uptime percentages. The cutting process has a cycle time of 1.5 seconds and 75% uptime, while printing shows a cycle time of 2.5 seconds and a significant changeover time of 65 minutes, indicating a bottleneck. The binding process has a cycle time of 4.0 seconds and 55% uptime. Additionally, a six-week production plan aligns with customer demand, defined as 7,500 pieces daily, segmented by color. This slide serves as a strategic tool for identifying inefficiencies and optimizing operations.

Essential Components of Value Stream Mapping Framework

This PPT slide presents a framework for Value Stream Mapping (VSM), highlighting essential components such as customer and supplier requirements, which align production with market demand. Key metrics include daily shipping schedules and order quantities, focusing on operational efficiency. The flow of materials and information is crucial for effective VSM, with critical data points like cycle time and lead time identifying bottlenecks. Continuous monitoring ensures material flows align with production goals. Process data offers insights into operational performance, while the timeline and metrics section tracks progress and measures the impact of VSM initiatives. This structured approach enables organizations to visualize processes, identify inefficiencies, and implement targeted improvements, integrating customer and supplier insights to enhance operational performance.

Optimizing Process Activities in Value-Based Lean Management

This PPT slide presents a framework for Lean Management, categorizing process activities into Value-Added, Non-Value Added, and Business-Value Added. Value-Added activities are tasks customers are willing to pay for, such as assembly, and organizations should maximize these to enhance customer satisfaction and drive revenue. Non-Value Added activities, like rework, do not provide value to customers and should be minimized to improve efficiency. Business-Value Added activities, such as preventive maintenance, are necessary for operational effectiveness, but do not directly generate revenue. Notably, many processes contain less than 20% value-added activities, indicating significant opportunities to eliminate waste and enhance efficiency in alignment with Lean principles.

Identifying and Eliminating the Seven Wastes

This PPT slide outlines Lean Management and the concept of "Seven Wastes," rooted in Japanese manufacturing. "Muda" refers to waste, highlighting the need to eliminate non-value adding activities to enhance customer satisfaction and profitability. The 7 types of waste are: Waiting, Defects, Inventory, Motion, Over-Processing, Over-Production, and Transportation. Each waste type is visually represented, aiding in the quick identification of inefficiencies. For example, "Waiting" signifies productivity delays, "Defects" indicate errors requiring rework, and "Inventory" refers to excess stock tying up capital. Addressing these wastes allows businesses to implement Lean principles, refining processes for improved operational efficiency and resource optimization.

Identifying Non-Value Adding Activities in VSM

This PPT slide summarizes common non-value adding activities identified through Value Stream Mapping (VSM). Key findings include "Loopbacks," which indicate a lack of documented standard work leading to unnecessary repetition. "Unnecessary handoffs" suggest overly fragmented processes that complicate workflows. "Rework due to errors and lack of clarity" highlights the need for clear communication to minimize mistakes. "Batching" slows response times, while "Functions missing or getting involved too early or too late" points to timing issues. "Redundant activities" reflect inefficiencies that can be streamlined. "High variation in how work is performed" leads to inconsistent outcomes, and "Push and overburden" indicates teams overwhelmed with tasks, causing burnout. These insights guide organizations in identifying improvement areas to enhance operational effectiveness and resource utilization.

Order Management Value Stream Transformation Overview

This PPT slide outlines a Value Stream Transformation Plan focused on the order management process from entry to delivery. Key components include value stream name, ownership, and executive sponsor, establishing accountability. A measurable target aims to reduce changeover time by 25%, setting a benchmark for success. Proposed countermeasures involve Kaizen events, emphasizing continuous improvement and employee involvement. Execution methods are assigned to champions and project leaders, highlighting leadership's role in driving the initiative. A visual timeline allows for quick progress assessment, with a status column indicating completion from 0 to 100%. Briefing relevant leaders on the transformation plan is essential for effective communication and resource allocation, ensuring the organization can absorb planned changes.

Source: Best Practices in Operational Excellence, Lean, Value Stream Mapping PowerPoint Slides: Lean - Value Stream Mapping (VSM) PowerPoint (PPTX) Presentation Slide Deck, Operational Excellence Consulting LLC