As consultant I have had the opportunity to visit organizations with different levels of lean deployment, and I have notice that there is a bad behavior on VSM uses, normally the organizations just have the VSM –Current state finished between the 30 % and 50% as its should be done and nothing about the VSM – Future state, and they are doing Kaizen already.
Obviously this is not right, since the organization is unaware about the goal, opportunities or target (VSM Future) how are they sure the Kaizen will take them to the right pad (I mentioned pad because Lean is a Journey).
The Lean Leader must be accountable of this for sure; they must star doing the VSM Current follows immediately by the VSM Future, and create the implementation plan after that.
VSM – Current
First, follow a “product” or “service” from the customers end toward the beginning of the process, and draw a visual representation of every process with their material, process & information flow. This is the “current state” map.
• Typically a cross-functional team of managers, engineers or supervisors. Try to include a ‘wildcard’ person i.e. someone who is not familiar with the process of value-stream
• Team size not less than 3 and not more than 10 (typically 5-8) people
• Have experienced VSM person lead the session
• Have to walk the flow
• Commit to the time requirement
Points to Remember:
• Name of Value Stream Identified
• Value Stream Manager to communicate in advance
• Plan and agree on what information to collect
Rules of Engagement
• Keep an open mind
• Put on your “wastes” glasses
• Do not judge, argue and criticize the “wastes”
• Capture the relevant information and move on
• Capture and record wastes as you see them
• Rule of thumb: “If this “waste” can happen today, it can happen tomorrow”
• Ask the operator or supervisor to clarify any doubts
• If Mix Model, capture information on all products, not just what is running today
• For raw materials, select parts that are critical (e.g. longest lead time, etc.)
Output Expected from the Value Stream Team
• Come up with the Current State Map of the Value Stream
• Draw what you have collectively “learned to see”
• Retain the Current State Map for later sessions Future State
• Don’t waste time putting it on a computer when learning
• Practice, practice, practice
VSM – Future
To create the Future the team must answer this coming question and after the analysis draw the VSM they want to have based on the answers.
1. What is the Takt Time?
2. Does the customer window require Build to Order or to a
3. Where can we use continuous flow?
4. Where do we have to use supermarket pull system?
5. At what single point in the production chain do we trigger
6. How do we level the production Vol and mix at the pacemaker
7. What increment of work will we release and take away at the
process? (Leveling the volume)
8. What process improvements will be necessary? (e.g. uptime, changeover, training)
What look for?
• Any changeovers greater than 10 minutes
• Flow or Cells
• Reducing or eliminating waste or non-value-added processes
• Long cycle time
• Low quality of First Pass Yield (FPY) equipment
• Low reliability of equipment
Action, Implementation, Improvement or Kaizen Plan
After the VSM – Current and Future state is being done , the action, implementation , improvement or Kaizen ( as you want to named) plan for the improvement must be the next step to do.
What improvements were and will be necessary to achieve this future state?
We can manage this with A3 as example.