Document Text Contents
Page 1
Page 1
Page 2
Table of Contents
DEALING WITH LINKS ................................................................................................................................... 4
ABOUT THIS EBOOK...................................................................................................................................... 5
................................................................................................................................ 6ACKNOWLEDGEMENTS
ABOUT LSS ACADEMY .................................................................................................................................. 8
......................................................................................... 9CHAPTER 1: WHAT IS LEAN MANUFACTURING?
........................................................................................................ 11CHAPTER 2: FINANCE 101 BY TAIICHI
............................................................................................................. 13CHAPTER 3: THE FORGOTTEN M’S
................................................................................................................................. 14CHAPTER 4: WAITING
................................................................................................. 16CHAPTER 5: NO STANDARDS, NO KAIZEN
.................................................................................................................. 18CHAPTER 6: STANDARD WORK
...................................................................................... 20CHAPTER 7: WHY FLOW COUNTER CLOCKWISE?
......................................................................................... 22CHAPTER 8: JIDOKA ‐ THE FORGOTTEN PILLAR
........................................................................................... 23CHAPTER 9: HEIJUNKA IN THE FRONT OFFICE
................................................................................................... 25CHAPTER 10: WHY HEIJUNKA? – PART 1
................................................................................................... 29CHAPTER 11: WHY HEIJUNKA? – PART 2
...................................................................... 32CHAPTER 12: SINGLE MINUTE EXCHANGE OF DIES (SMED)
.............................................................................. 35CHAPTER 13: OEE – NOT JUST FOR TPM PROGRAMS!
................................................................................ 37CHAPTER 14: VALUE STREAM MAPPING OVERVIEW
CHAPTER 15: HOW TO CREATE A PQPR MATRIX....................................................................................... 39
Page 2
Page 37
Chapter 14: Value Stream Mapping Overview
One of, if not the single most powerful lean tool available
to us is value stream mapping (VSM). The reason it’s so
powerful is because of its relevancy.
You see, it doesn’t matter if you are an accountant who
sits behind a desk, or a nurse caring for the sick, or an
assembler building a Toyota Camry ‐ value stream
mapping can help you see wasteful activity in a new way. I
guarantee it.
Definition of a Value Stream
A value stream can be defined as all the steps – both value added and non value added –
required to take a product or service from its raw materials state into the waiting arms of a
happy customer.
VSM Overview
Initially, value stream mapping can seem a bit intimidating. There are lots of funny looking icons
and zig zaggy lines that upon first glance seem to do nothing but confuse things. But once you
understand what you are looking at you will be hooked forever.
Like most things related to lean and six sigma there are some general steps to follow when we
create value stream maps. Here is how I do it.
Step 1: Identify the Product Family
The first step I recommend you take is to identify the product family you wish to map. The tool
to use for this is a PQPR (Product Quantity / Product Routing) matrix. This tool will help you
identify which product or in some cases products to focus in on.
I cannot stress how important this step is. I have seen too many excited people run out and
start mapping the first product or process they see. While value stream mapping anything is
better than nothing you definitely want to focus your efforts on the most important areas first.
Step 2: Create a Current State Value Stream Map
Once you identify what to map you and your motley crew must set off and create a current
state value stream map.
Page 37
Page 38
As the name implies we are interested in how things look today. We are not interested in how
things “should” look or were “designed” to look. No, we want to draw reality onto a piece of
paper.
The piece of paper is a key point. While I am a big advocate of using software to draw our final
maps up, I cringe when I see people attempting to go straight to the computer.
A stopwatch, oversized piece of paper, pencil, and good eraser are all you need at this point.
Step 3: Create a Future State Value Stream Map
Now that we have a better understanding of the current state of affairs, which is typically one
eye opening experience by the way, we are ready to draw a picture of how we would like things
to look in the future.
Typically, as an example, we aim to make things flow and reduce the amount of inventory or
waiting in between steps.
It’s at this point when people get to dream a little. You know, create the ideal working place.
Step 4: Create an Action Plan
Now that we know how things are working today and how we would like to see them working
in the future it’s time to form a plan.
There are a variety of templates available for this. The key is not which kaizen newspaper or A3
report you use – instead it’s that you and your team know exactly what needs to happen and
when it needs to happen.
In short, we form the plan… then execute the plan!
Page 38
Page 73
Recommended Reading
Taiichi Ohno's Workplace Management
One of my all time favorites. In this book we enter inside the mind of the chief
architect of the Toyota Production System. A must read.
Lean Thinking
This was one the first lean books I read. It changed me and helped launch me onto
my existing career path.
Learning to See
This is the bible on how to create value stream maps. It teaches you how to “see
waste” in a new way.
Creating Continuous Flow
After learning to see waste you must learn how to make value flow. This is the book
to teach you how.
Creating Level Pull
Once material is flowing we must think about pull. Learn all about kanban in this
excellent resource.
The Toyota Way
A true masterpiece. Dr. Liker goes inside the company that started it all and shares
how Toyota does what it does.
The Toyota Way Fieldbook
The sequel to the The Toyota Way. In this book we take a deep dive inside the tool
box that is lean manufacturing.
Page 73
http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FGemba-Press-978638751-Workplace-Management%2Fdp%2FB000NWUPP0%3Fie%3DUTF8%26s%3Doffice-products%26qid%3D1201625985%26sr%3D8-3&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
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http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FLearning-See-Version-Mike-Rother%2Fdp%2F0966784308%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1201626231%26sr%3D1-1&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FCreating-Continuous-Flow-Production-Associates%2Fdp%2F0966784332%2F&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FCreating-Level-Pull-Production-System-Production-Control%2Fdp%2F0974322504%2F&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
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Page 74
Page 74
Page 1
Page 2
Table of Contents
DEALING WITH LINKS ................................................................................................................................... 4
ABOUT THIS EBOOK...................................................................................................................................... 5
................................................................................................................................ 6ACKNOWLEDGEMENTS
ABOUT LSS ACADEMY .................................................................................................................................. 8
......................................................................................... 9CHAPTER 1: WHAT IS LEAN MANUFACTURING?
........................................................................................................ 11CHAPTER 2: FINANCE 101 BY TAIICHI
............................................................................................................. 13CHAPTER 3: THE FORGOTTEN M’S
................................................................................................................................. 14CHAPTER 4: WAITING
................................................................................................. 16CHAPTER 5: NO STANDARDS, NO KAIZEN
.................................................................................................................. 18CHAPTER 6: STANDARD WORK
...................................................................................... 20CHAPTER 7: WHY FLOW COUNTER CLOCKWISE?
......................................................................................... 22CHAPTER 8: JIDOKA ‐ THE FORGOTTEN PILLAR
........................................................................................... 23CHAPTER 9: HEIJUNKA IN THE FRONT OFFICE
................................................................................................... 25CHAPTER 10: WHY HEIJUNKA? – PART 1
................................................................................................... 29CHAPTER 11: WHY HEIJUNKA? – PART 2
...................................................................... 32CHAPTER 12: SINGLE MINUTE EXCHANGE OF DIES (SMED)
.............................................................................. 35CHAPTER 13: OEE – NOT JUST FOR TPM PROGRAMS!
................................................................................ 37CHAPTER 14: VALUE STREAM MAPPING OVERVIEW
CHAPTER 15: HOW TO CREATE A PQPR MATRIX....................................................................................... 39
Page 2
Page 37
Chapter 14: Value Stream Mapping Overview
One of, if not the single most powerful lean tool available
to us is value stream mapping (VSM). The reason it’s so
powerful is because of its relevancy.
You see, it doesn’t matter if you are an accountant who
sits behind a desk, or a nurse caring for the sick, or an
assembler building a Toyota Camry ‐ value stream
mapping can help you see wasteful activity in a new way. I
guarantee it.
Definition of a Value Stream
A value stream can be defined as all the steps – both value added and non value added –
required to take a product or service from its raw materials state into the waiting arms of a
happy customer.
VSM Overview
Initially, value stream mapping can seem a bit intimidating. There are lots of funny looking icons
and zig zaggy lines that upon first glance seem to do nothing but confuse things. But once you
understand what you are looking at you will be hooked forever.
Like most things related to lean and six sigma there are some general steps to follow when we
create value stream maps. Here is how I do it.
Step 1: Identify the Product Family
The first step I recommend you take is to identify the product family you wish to map. The tool
to use for this is a PQPR (Product Quantity / Product Routing) matrix. This tool will help you
identify which product or in some cases products to focus in on.
I cannot stress how important this step is. I have seen too many excited people run out and
start mapping the first product or process they see. While value stream mapping anything is
better than nothing you definitely want to focus your efforts on the most important areas first.
Step 2: Create a Current State Value Stream Map
Once you identify what to map you and your motley crew must set off and create a current
state value stream map.
Page 37
Page 38
As the name implies we are interested in how things look today. We are not interested in how
things “should” look or were “designed” to look. No, we want to draw reality onto a piece of
paper.
The piece of paper is a key point. While I am a big advocate of using software to draw our final
maps up, I cringe when I see people attempting to go straight to the computer.
A stopwatch, oversized piece of paper, pencil, and good eraser are all you need at this point.
Step 3: Create a Future State Value Stream Map
Now that we have a better understanding of the current state of affairs, which is typically one
eye opening experience by the way, we are ready to draw a picture of how we would like things
to look in the future.
Typically, as an example, we aim to make things flow and reduce the amount of inventory or
waiting in between steps.
It’s at this point when people get to dream a little. You know, create the ideal working place.
Step 4: Create an Action Plan
Now that we know how things are working today and how we would like to see them working
in the future it’s time to form a plan.
There are a variety of templates available for this. The key is not which kaizen newspaper or A3
report you use – instead it’s that you and your team know exactly what needs to happen and
when it needs to happen.
In short, we form the plan… then execute the plan!
Page 38
Page 73
Recommended Reading
Taiichi Ohno's Workplace Management
One of my all time favorites. In this book we enter inside the mind of the chief
architect of the Toyota Production System. A must read.
Lean Thinking
This was one the first lean books I read. It changed me and helped launch me onto
my existing career path.
Learning to See
This is the bible on how to create value stream maps. It teaches you how to “see
waste” in a new way.
Creating Continuous Flow
After learning to see waste you must learn how to make value flow. This is the book
to teach you how.
Creating Level Pull
Once material is flowing we must think about pull. Learn all about kanban in this
excellent resource.
The Toyota Way
A true masterpiece. Dr. Liker goes inside the company that started it all and shares
how Toyota does what it does.
The Toyota Way Fieldbook
The sequel to the The Toyota Way. In this book we take a deep dive inside the tool
box that is lean manufacturing.
Page 73
http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FGemba-Press-978638751-Workplace-Management%2Fdp%2FB000NWUPP0%3Fie%3DUTF8%26s%3Doffice-products%26qid%3D1201625985%26sr%3D8-3&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FLEAN-THINKING-Banish-Create-Corporation%2Fdp%2FB0001CJ9VI%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1201626526%26sr%3D1-1&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FLearning-See-Version-Mike-Rother%2Fdp%2F0966784308%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1201626231%26sr%3D1-1&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FCreating-Continuous-Flow-Production-Associates%2Fdp%2F0966784332%2F&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FCreating-Level-Pull-Production-System-Production-Control%2Fdp%2F0974322504%2F&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http%3A%2F%2Fwww.amazon.com%2FToyota-Way-Jeffrey-Liker%2Fdp%2F0071392319%2F&tag=leasixsigacab-20&linkCode=ur2&camp=1789&creative=9325
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