Value stream mapping generates a visual illustration of a manufacturing process to recognize and remove waste as well increase efficiency. Below is a way to use value stream mapping. Set up the range of your value stream mapping activities and define well the issues to be resolved. Come up with a well-organized team that comprises workers who will take part in the mapping processes and managerial decision making. Remember that supervisors or managers may not be the most competent for the processes. Form a map of the subordinate processes engaged in your value stream. Incorporate information associated to technology, human resource requirements, finance, and time requirements for every step as well as time taken for products to be moved from step to step. Identify the activities that add value as well as those that do not add value along the value stream map. An activity that adds value is the one that brings changes to the product and make it desirable to the consumers. Come up with a map of perfect production process that is based on the current-state map. The map must be similar to the current-state map, although it should remove all the instances of the activities that do not add value. This will be your future-state map. Get rid of steps which involve storage, excessive paperwork, lengthy approval processes, waiting as well as adding up features which are not desirable to customers. The future-state map outlines an improved production process which removes redundancy, defects, lead times and waste. Find a solution which will streamline the current process of production to be like the future-state map. This may involve changing of work setting, machinery and infrastructure as well as changing managerial structures like hierarchies, team assignments and more. Assemble the value stream mapping team often to evaluate the improvements made. Start the process of value stream mapping once more to resolve new issues or to match with ever changing organization objectives.
Value stream mapping technique was first initiated by Toyota to come up with a diagram that clearly demonstrates how the product or service of a company works. When a company creates a product, this implies showing each step it takes, from getting materials and supplies, putting them jointly and transporting them to the required destinations.
Value stream mapping can make the process very clear and is used in solving particular problems which the company may have. It tackles problems like overproduction which wastes storage space, processing errors, poor quality goods, surplus effort used in conveyance as well as time wasted waiting for a step of the process of production.
Value stream mapping usually uses charts which is divided in boxes for specific steps. The boxes are linked to other steps of the process by use of arrows and lines to give clarifications for every connection. Most of its efforts comprise of management, administrative activities as well as all the parts of the procedure which add value to product or service. When any piece is seen not to create value, it is checked properly and the process can be changed.
To create a good value stream map, a company should identify a produce or service which the chart will be created for. It is normally a very easy step. Then they need to make value stream map of the way the company works currently. This implies that all the current stages and steps to generate products or provide services are shown. The value stream is examined to check any waste, unnecessary steps as well as labor, time and needless information. After analyzing the stream properly, a team will put together another value stream map and come up with a more effective process. Once it has been approved by the board, the map will be used as basis for changes in the process.