Mapping the Total Value Stream: A Comprehensive Guide for Production and Transactional Processes

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CRC Press, Mar 23, 2011 - Business & Economics - 294 pages
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Mapping the Total Value Stream defines and elaborates on the concepts of value stream mapping (VSM) for both production and transactional processes. This book reshapes and extends the lessons originally put forward in a number of pioneering works including the popular ,Value Stream Management for the Lean Office. It reinforces fundamental concepts and theoretical models with real-world applications and complete examples of the value stream mapping technique. To educate VSM mappers on the specific mechanics of the technique, the text provides in-depth explanations for commonly encountered situations.

The authors also provide a more complete perspective on the concept of availability. While they discuss availability of equipment in transactional processes, they extend the concept by elaborating on availability as it applies to employees. The calculation of process lead time for work queues is taken to an advanced level – not only is the calculation of this lead time explained, but the text also covers the very real possibility of having more work in the queue than available time.

While previous books have focused on only production process VSM or transactional process VSM, this work meets the real needs of both manufacturers and service sector organizations by dealing with both types. It goes beyond explaining each scenario, to teach readers what techniques are commonly applicable to both, and also explains areas of difference so that mappers will be able to readily adapt to whatever unique situations present themselves.

 

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Contents

The Big Picture Literally Understanding the Purpose and Power of Value Stream Mapping
1
Dissecting a Basic Value Stream Map
2
The Communication or Information Flow in a Value Stream Map
6
Understanding the Icons Used in Value Stream Mapping
9
Current State Understanding and Mapping Your Existing Process
15
Identifying the Value Stream
17
The Matrix Approach
18
Transactional Process Matrix
21
Measuring Process Lead Time
125
Addressing Multiple Locations of Inventory as Well as Parallel or Subtask Paths
127
Measuring Total Travel Distance
128
Documenting Total Work Content Time
130
Capturing Communication Flow in a Production Setting
133
Identify the Customer
134
Identify the Supplier
137
Capturing Formal Communication
139

Ready Aim MapProduction and Transactional Value Streams
25
Collecting Basic Information about the Current State
29
Begin to Map Your Process
30
Calculating Takt Time
34
Documenting Manufacturing or Production Process Flow
39
Identifying and Mapping the Main Flow
40
Map How the Product Moves from One Step to the Next
42
Map Where the Inventory Is
43
Map Where the Operators Are Located
44
Mapping Subtasks and Parallel Flows
45
Mapping Parallel or Alternate Paths
46
Lining Up Process Steps
47
Aligning the Process Horizontally
48
Aligning the Process Vertically
49
The Power of Speed
50
Documenting Transactional Process Flow
51
The Product in a Transactional World
52
Start with the Workflow
53
Mapping Subtasks and Parallel Tasks
55
Showing the Flow Clearly
57
Mapping the Reality of Rework
58
Using Terminators to Clarify Rework in the Flow
59
The Power of Simplicity
62
Interpreting and Understanding Basic Product Flow
65
Pushing Work
66
Controlling Material When Pull Is Not Possible
68
Calculating Customer Demand and Takt Time
69
Showing Inventory
71
Capturing Cycle Time
74
Summarizing Basic Process Flow
76
Case Study in a Manufacturing Environment
77
Utilizing Data in Manufacturing How to Add Power to Your Map with Facts
79
Record the Number of Operators for Each Process
80
Record the Cycle Time of Each Process Step
81
Record the Changeover Time from One Process to Another
82
Record Uptime or the Reliability of Equipment
83
Record the Availability of Equipment
85
Record Work Content and NonValueAdded Time
87
Other Data You Might Want to Record on Your Map
89
Basic Process Flow in a Transactional World
91
Speed of Transactional Processes
92
Map the Process by Working Backwards from the Last Process Step
93
Takt Time in Transactional Value Streams
94
Work Queues versus Piles of Inventory
95
Transactional Data Is Different Or Is It?
97
Recording the Number of Employees in a Transactional Setting
98
Documenting Expected Estimated Cycle Time
100
Documenting Uptime or Reliability
101
Documenting Availability of Equipment AOE
102
Documenting Availability of Personnel AOP
103
How to Document Tasks That Supervisors and Managers Demand Be Performed Immediately
105
Documenting Defects
107
Case Study in a Transactional Environment
110
Capturing Travel Distances throughout the Value Stream
111
Measuring and Documenting the Travel Path of the Product
112
Measuring and Documenting the Travel Path of Employees
113
Physical Measurement of Travel
114
Showing Travel Distance on a Value Stream Map
115
Documenting Long Travel Distances within a Process Step
116
Check for Hidden Travel in Transactional Processes
117
Showing the Value from the Process Flow
121
Measuring Total Cycle Time
122
Interpreting Parallel or Subtask Cycle Times
124
How to Document Faxes and Telephone Calls
140
Capturing Informal Communication
143
Documenting Communication in Remanufacturing and MRO Settings
144
The More Communication the Betteror Is It?
145
Capturing Communication Flow in a Transactional Environment
147
Separating Communication Flow from Process Flow
148
Differences in Transactional Communication
149
Mapping Customers Who Also Function as Suppliers and Control Points
151
Mapping Multiple Control Points
152
Mapping What Seem Like No Control Points but Are Informal Control Points
153
Remember to Map What You See
154
Case Study in a Transactional Environment
155
Presenting the Current State Map to the Employees Involved
159
The Purpose of Presenting the Map
160
Keep an Open Mind
161
Make Sure Your Audience Understands the Map
162
Make Sure Your Audience Can Read the Map
163
Explain the Icons You Used in Creating the Map
164
Answer All Questions and Comments While Youre Presenting
166
Document Opportunities for Additional Improvement Projects
168
Future State Designing and Mapping Your New Or Desired Process
171
Creating a Future State Map in a Manufacturing Environment
173
Using Future State Icons
174
The Future State Map Is a Blueprint for Change
175
Know When to Start Fresh
176
Draw the Future State Using the VSM Icons
179
The Supermarket Icon
182
The Withdrawal Kanban Icon
185
The Sequenced Pull Ball Icon
188
Using LineBalancing Charts to Determine if Flow Is Balanced
189
Using FIFO Lanes to Manage the Flow of the Value Stream
191
Using Load Leveling to Manage Mix
193
The Importance of Using Kaizen Bursts
195
Case Study in a Manufacturing Environment
197
Creating a Future State Map in a Transactional Environment
201
Understand the Similarities and Differences between Production and Transactional Value Streams
202
Address Employees Concerns Early
203
Ask Leading Questions
204
Reinforce That There Is a Process to the Work Being Done
205
How to Address the Problem of Availability of Personnel
206
How to Address the Problem of Lack of Flow
207
Focus on Showing Positive Changes
210
Show How Jobs Can Be Simplified
211
Using the Ideal State as a Tool
212
Case Studies in Transactional Environments
213
Improvement State Creating the Structure for Using Your Insights and Knowledge to Improve the process
219
Creating the Action Plan
221
Identify the Process Loops
222
Prioritize the Process Loops
228
Establish Your Criteria for Prioritization
229
Prioritize the Work within Each Loop
230
Present Your Maps to the Workforce
232
Implementing Change
235
Attacking the Action Plan
238
Using Action Plans for a Structured and GoalOriented Approach to Improvement
239
Using Lean Progress Charts
240
Speed and Accountability Are Critical to Success
242
Focus on Your Specific Goals
243
Remember Its Continuous Improvement
245
Bibliography
249
Quality Glossary
251
Index
267
Copyright

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Page iv - This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use.
Page xv - Wherever there is a product for a customer, there is a value stream. The challenge lies in seeing it.

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