Value Stream Map (VSM)
Value Stream Mapping (VSM) is a recognized methodology used in Lean manufacturing to document, analyze and improve the flow of information or materials required to produce a product or service for a client.
VSM helps identify waste and streamline of the production process.
• In a 1918 book called Installing Efficiency Methods, by Charles E. Knoeppel. Later, this type of diagramming became associated with the vaunted Toyota Production System and the whole lean manufacturing movement, although it was typically called material and information flow mapping, process mapping or other names, not value stream mapping.
• In the 1950s, creating the Toyota Production System by Shigeo Shingo (1909-1990), a Japanese industrial engineer, Toyota consultant and namesake of the Shingo Prize for lean excellence; and Toyota executives Taiichi Ohno (1912-1990); Kiichiro Toyoda (1894-1952) and Eiji Toyoda (1913-2014).
• By the 1990s, as lean production methods in manufacturing and other fields were spreading to the United States and worldwide, "value stream map" became an increasingly common term for them—and VSM became central to lean methodology in many places.
The aim of a Value Stream Map is to visually record information helping in recognizing waste such as delays, inefficiencies, limitations, excess inventories and Employment desires at individual work phases
• A powerful method to rummage out waste in any progression stage.
• Detail each substantial process phase.
• Evaluate how it is adding value or not count a value from the customer’s perspective.
• Allowing the corporation to compete most effectively in the market.
• Predicting or facing any competitive threat.
• Used as on an ongoing basis for continuous improvement, getting better and better progression.
1. Identify the product or process (info. Collection).
2. Define the scope of the mapping project.
3. Map the process phases by using below the symbols to visualize a process:
• Process. A process is represented by a rectangle and the word "Process".
• Inventory. A triangle with an "I" inside represents the exchange of inventory during the process.
• Shipment. A shipment of raw materials from suppliers is represented by blank wide arrows.
• Supplier and Customer. Suppliers and customers share the same symbol that looks like an abstract, geometric representation of a factory.
• Electronic flow. A line with a zig-zag in the middle refers to electronic information and data exchanges.
• Kaizen burst. A Kaizen burst, also known as a Kaizen blitz, refers to a short burst of activity that solves a problem with intensity and urgency.
• Go see. A go see refers to confirming something visually during the process and it is often represented with a pair of glasses.
• Quality. A quality problem anywhere along the chain can be marked with an octagon, like a STOP sign, with the letter Q inside.
4. Collect, process data:
• Cycle time.
• Actual work time vs Wait time.
• Machine uptime and downtime
• Needless movement (of items, material, and workers).
5. Create a timeline.
6. Evaluation of the Current State and Creating the “ Ideal State Map” that is supposed to illustrate:
• Decreasing excess inventory.
• Enhancing cycle time.
• Lowering equipment downtime.
• Enhancing quality by reducing errors and focusing on offering the customer needs.
7. Once the desired improvements are identified, create the ideal state VSM. Identify improvement areas by using the Kaizen burst symbol on the map.
Value Stream Maps are used in healthcare, software development, supply chain logistics, government and service industries. Regardless of industry,
Takes into account
With Value Stream Mapping (VSM) do not expect the "ideal state" on the first attempt you will need to go through iteration and improvement,On other meaning should be utilized as a continuous improvement essential tool implementing it frequently even possible in your personal life.