Your Name and Date Here Value Stream Mapping
Description: Your Name and Date Here Value Stream Mapping Kick-off Your Project Title Here Agenda Title Introductions What is Value Stream Mapping? Goals Day 1: Deep Learning Day Day 2: Design Day Day 3: Develop Transformation Plan Define Our Process
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slide1. Your Name and Date Here Value Stream Mapping Kick-off Your Project Title Here<br>
slide2. Agenda Title Introductions
What is Value Stream Mapping?
Goals
Day 1: Deep Learning Day
Day 2: Design Day
Day 3: Develop Transformation Plan
Define Our Process
Map Our Process<br>
slide3. Introductions Executive Sponsor
Value Stream Champion
Facilitator
Mapping Team<br>
slide4. Executive Sponsor Comments<br>
slide5. Series of processes that:
Transforms something (i.e., service or product)
Starts at the very beginning
Ends at customer delivery
Each process adds value What is a Value Stream?<br>
slide6. Lean management method
Analyzes the current state
Designs the future state
Develops and implements an improvement plan
Higher level than a process map
Aligns processes across the organization What is Value Stream Mapping?<br>
slide7. Goals Day 1: Deep Learning Day Visually map our current processes: “As-is” state
Look for:
Value added
Non-value added
Performance gaps<br>
slide8. Goals Day 2: Design Day Design the system to our future: “To be” state
Make changes:
Align key metrics to company strategy
Improve value added services
Minimize non-value added tasks<br>
slide9. Goals Day 3: Develop Transformation Plan Plan the improvement strategy
Sustainable implementation:
Strengthen connections internal to the company and external to partners
Strengthen communications paths
Continuous improvement culture<br>
slide10. Learning to See (1999) “Whenever there is a product for a customer, there is a value stream. The challenge lies in seeing it.”<br>
slide11. Why Value Stream Map? Slide Subtitle Makes processes and problems visible
Key Lean tool for improvement
Qualitative tool for identifying and eliminating waste
Forms the basis of an improvement plan and a common language
Aligns departments within the company
Goal: Maximize overall workflow, minimize waste<br>
slide12. Value Stream Mapping: How to Visualize Workflow and Align People for Organizational Transformation (2013) “Process mapping teams often get stalled by excessive focus on variation and differences within processes, whereas value stream maps reveal macro-level similarities.”<br>
slide13. How Do We Value Stream Map? Day 1: Deep Learning Day Establish “fence posts”
First walk of the value stream
Learn not to judge
Capture improvement ideas (do not discuss)
Return, compare notes, reach consensus on the process blocks
Map layout
Agree to 5 -15 serial process blocks
Map what occurs 80% of the time<br>
slide14. How Do We Value Stream Map? Day 1: Deep Learning Day Second walk of the value stream End of Day: Current State Brief Process Time
Value Adding
Non-Value Adding
Necessary
Unnecessary Barriers to flow
Batching
Downtime
Interruptions
Shared resources/inaccessible staff
Prioritizations<br>
slide16. How Do We Value Stream Map? Day 2: Design Day Determine the “right work”
Eliminate waste
Eliminate work
Add work - upstream activities
Remove unnecessary activities
Work that is non-value added
Not people!<br>
slide17. How Do We Value Stream Map? Day 2: Design Day Make the work flow
Deliver high quality
What are the barriers to flow?
Managing the work
Key performance indicators
Review the charter
Review Current State findings<br>
slide18. How Do We Value Stream Map? Day 2: Design Day Introduce relevant countermeasures
Create Future State value stream map
Use backwards pass to review map?
End of Day: Future State Brief<br>
slide20. How Do We Value Stream Map? Day 3: Develop Transformation Plan Review “As-is” and “To-Be” Maps
Planning:
Establish meeting review dates
Propose countermeasure
Determine execution method
Assign project sponsor (accountable party)
Determine measurable targets
End Day: Final Briefing<br>
slide22. Nick Candito, CEO and Entrepreneur “Companies that change may survive, but companies that transform thrive. Change brings incremental or small-scale adaptations, while transformation brings great improvements that ripple through the future of an organization.”<br>
slide23. Achieving and Sustaining Transformation The Hardest Part Continue socializing/communicating the change
Share maps, post publicly
Discuss the transformation plan
Execute the improvement
Plan-Do-Study-Act
Engage in Transformation Plan Review Updates
Continuous Improvement
Consider repeating VSM<br>
slide24. Questions & Discussion<br>
slide25. Break<br>
slide26. Visit my blog
vhancevalencia.com If you found this slideshow useful, I blog about Lean and Six Sigma and post resources like this regularly.<br>
slide2. Agenda Title Introductions
What is Value Stream Mapping?
Goals
Day 1: Deep Learning Day
Day 2: Design Day
Day 3: Develop Transformation Plan
Define Our Process
Map Our Process<br>
slide3. Introductions Executive Sponsor
Value Stream Champion
Facilitator
Mapping Team<br>
slide4. Executive Sponsor Comments<br>
slide5. Series of processes that:
Transforms something (i.e., service or product)
Starts at the very beginning
Ends at customer delivery
Each process adds value What is a Value Stream?<br>
slide6. Lean management method
Analyzes the current state
Designs the future state
Develops and implements an improvement plan
Higher level than a process map
Aligns processes across the organization What is Value Stream Mapping?<br>
slide7. Goals Day 1: Deep Learning Day Visually map our current processes: “As-is” state
Look for:
Value added
Non-value added
Performance gaps<br>
slide8. Goals Day 2: Design Day Design the system to our future: “To be” state
Make changes:
Align key metrics to company strategy
Improve value added services
Minimize non-value added tasks<br>
slide9. Goals Day 3: Develop Transformation Plan Plan the improvement strategy
Sustainable implementation:
Strengthen connections internal to the company and external to partners
Strengthen communications paths
Continuous improvement culture<br>
slide10. Learning to See (1999) “Whenever there is a product for a customer, there is a value stream. The challenge lies in seeing it.”<br>
slide11. Why Value Stream Map? Slide Subtitle Makes processes and problems visible
Key Lean tool for improvement
Qualitative tool for identifying and eliminating waste
Forms the basis of an improvement plan and a common language
Aligns departments within the company
Goal: Maximize overall workflow, minimize waste<br>
slide12. Value Stream Mapping: How to Visualize Workflow and Align People for Organizational Transformation (2013) “Process mapping teams often get stalled by excessive focus on variation and differences within processes, whereas value stream maps reveal macro-level similarities.”<br>
slide13. How Do We Value Stream Map? Day 1: Deep Learning Day Establish “fence posts”
First walk of the value stream
Learn not to judge
Capture improvement ideas (do not discuss)
Return, compare notes, reach consensus on the process blocks
Map layout
Agree to 5 -15 serial process blocks
Map what occurs 80% of the time<br>
slide14. How Do We Value Stream Map? Day 1: Deep Learning Day Second walk of the value stream End of Day: Current State Brief Process Time
Value Adding
Non-Value Adding
Necessary
Unnecessary Barriers to flow
Batching
Downtime
Interruptions
Shared resources/inaccessible staff
Prioritizations<br>
slide16. How Do We Value Stream Map? Day 2: Design Day Determine the “right work”
Eliminate waste
Eliminate work
Add work - upstream activities
Remove unnecessary activities
Work that is non-value added
Not people!<br>
slide17. How Do We Value Stream Map? Day 2: Design Day Make the work flow
Deliver high quality
What are the barriers to flow?
Managing the work
Key performance indicators
Review the charter
Review Current State findings<br>
slide18. How Do We Value Stream Map? Day 2: Design Day Introduce relevant countermeasures
Create Future State value stream map
Use backwards pass to review map?
End of Day: Future State Brief<br>
slide20. How Do We Value Stream Map? Day 3: Develop Transformation Plan Review “As-is” and “To-Be” Maps
Planning:
Establish meeting review dates
Propose countermeasure
Determine execution method
Assign project sponsor (accountable party)
Determine measurable targets
End Day: Final Briefing<br>
slide22. Nick Candito, CEO and Entrepreneur “Companies that change may survive, but companies that transform thrive. Change brings incremental or small-scale adaptations, while transformation brings great improvements that ripple through the future of an organization.”<br>
slide23. Achieving and Sustaining Transformation The Hardest Part Continue socializing/communicating the change
Share maps, post publicly
Discuss the transformation plan
Execute the improvement
Plan-Do-Study-Act
Engage in Transformation Plan Review Updates
Continuous Improvement
Consider repeating VSM<br>
slide24. Questions & Discussion<br>
slide25. Break<br>
slide26. Visit my blog
vhancevalencia.com If you found this slideshow useful, I blog about Lean and Six Sigma and post resources like this regularly.<br>