Everything You Need To Know About Value Stream Map (VSM)

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What is Value Stream Mapping (VSM)

The value stream diagram demonstrates the movement of information and materials from the source to the buyer. Valuable map of stream (VSM) is an approach to manufacturing that uses lean methods to analyse, design and control the flow of information and materials needed to deliver the product to the customer. VSM assists in identifying manufacturing waste and helps streamline the process.

Value Stream Mapping Steps

The initial step of value stream mapping is to make a map of the current state. This map can assist in identifying inefficiencies such as delays, limitations, inefficiencies, as well as overstocked inventories. This is then removed in the state map of the ideal, which provides the company with an action plan for achieving efficient and lean production.

Maps of value streams are frequently employed in lean manufacturing; however, identifying the value stream — the sequence of actions needed to develop, manufacture or deliver goods or services to customers — is a great procedure for any business in any field.

Valuable stream maps can be utilized in the fields of healthcare software development, software development and supply chain logistics, even the government and service sectors. No matter what business, the primary purpose of a value stream map is to record visually details like:

  • Time for work and waiting times during each stage of a procedure
  • The need for labor at each work actions, such as being aware of the need for overtime when needed.
  • Error rates for individual work steps
  • Time off for individual work steps
  • Over or under-stocked inventory
  • Process or production delays

Value Stream Mapping Symbols and Components

The value stream maps are comprised out of three distinct components: a process diagram along with a timeline and an information flow. The process map comprises the steps as well as the data that is associated with the various steps in your process. The timeline will display cycle times and distinguish between cycle times that are value added and non-value-added cycle times and aid in identifying the waste.

The information flow further describes the interactions and activities between all the points in the value chain. There’s typically an lower left-hand corner on every value stream map which provides the constants for that value map. The Demand is the number of units per day required for example, and then the hours, the amount of amount of time needed for the work to be completed and the Takt the time needed for the job.

Value stream mapping makes use of an array of distinctive symbols to represent a process.

Process. The process is represented by an elongated rectangle as well as the term “Process”. In order to make the map of value streams more easily understood the process can represent the overall processes of the entire division.

Inventory. The shape of a triangle that has the letter “I” inside represents the swap of inventory during the process.

Shipment. The delivery of materials received from suppliers is represented by large arrows with blank spaces. Moving materials from one step of the process to the next is usually represented by an arrow of black and three white rectangles in. Shipping made through external suppliers are represented by trucks or other vehicles in the event of a need, like a train or boat.

Supplier and Customer. Suppliers and customers have the same symbol, which appears like an abstract geometric representation of the factory. The supplier is typically the beginning of a process , and is located on the left side in the stream of values and a client is typically located as the final step, which is to the right of the map of value streams.

Electronic flow. A line that has a zig-zag along the middle indicates electronic data and information exchange. While most Value Stream Mapping concentrates on products and raw materials electronic exchanges must also be analyzed as they could be the source of waste and delays.

Kaizen burst. It is best represented by the appearance of an explosion in cartoons.

Go see. A “go see” is visual confirmation throughout the process, and is usually represented using glasses.

Quality. Any quality issue anywhere in the chain may be flagged with an octagon. It’s similar to the STOP sign, or the letter Q in it.

How to Make a Value Stream Map

Start by mapping your present situation. This map shows the process of the progress and completion of an individual product (or the project). Take a top-down view of the process of work that is involved in this project. Value stream maps don’t take into account the time that people work on various projects that are not a part of this value stream map.

This being said there isn’t one method of creating the value stream map however there are typically the following steps. We are looking for actual information, not historical data.

  • Determine the product or the process. What is it you would like to document? If you have multiple products involved, you might want to start with those that have the most value in terms of volume, value, or the potential.
  • The nature of your mapping plan. The majority of value stream maps trace the process of production from the supplier to the end user. Some maps show an entire supply chain which will extend upstream to the raw materials.
  • Draw the steps in the process. It could take some time and certainly will need “working the floor.” A few document the entire procedure from the customer to the supplier, while some document from beginning to end. We’re not breaking down the tasks, these are the main elements of the operation carried out for the particular product.
  • Include the flow of information. How do you ensure that communication flows throughout the production, order and delivery processes?
  • Collect process data. This may require some effort in order to gain an understanding of the most important aspects of each step of the process. The information needed could include:
  • Inventory
  • Time to cycle (how how long is it taking to create the product)
  • Actual work time versus idle/wait time (including the number of employees or shifts and shifts, etc.)
  • Time between machine uptime and downtime
  • Unnecessary movement (of objects, materials and employees) Scrap rate, etc.
  • Create an outline of a timeline. This data will tell us about the total processing time along with inventory requirements, as well as the duration of lead time. This is usually a sign that lead times can be significantly longer than processing times, which indicates how much waste is present within the system.

Creating the Ideal State Map

The current state map is the basis for applying Lean concepts to enhance the overall system. This could include:

  • Reduce the amount of inventory that is left
  • Enhancing cycle times
  • Reducing equipment downtime
  • Enhancing quality, reducing mistakes and focusing on providing what the client wants, when and how he desires it
  • After the improvements you want to make are identified, you can create your ideal VSM. Determine areas for improvement by using the kaizen Burst symbol on the map.
  • Don’t count on your “ideal state” map to be perfect on the first go-around. Like the whole procedure, it’s going to need to undergo a series of iterations and improvements as well. 

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