Summary of "How to Value Stream Map [STEP BY STEP]"

Summary: How to Value Stream Map [STEP BY STEP]

Presenter: Adrian Girdler, Productivity Specialist and Project Management Professional

Overview of Value Stream Mapping (VSM)

Value Stream Mapping (VSM) is a lean tool that provides a high-level snapshot of an end-to-end process, from customer order/request to product or service delivery. Originally focused on manufacturing, VSM is also applicable to service and office environments. It is especially useful for identifying bottlenecks, root causes, and opportunities for continuous improvement.

Key Frameworks & Processes in VSM

Ground Rules

Always “walk the value stream” starting from the customer’s initial order or request.
Collect data sequentially and engage subject matter experts at each step.
The map represents a high-level snapshot, not a detailed step-by-step manual.

Mapping Components

Use standardized icons such as customer/supplier, shipment trucks, process steps, inventory, and production control.
Arrows denote types of flows: push, shipment, electronic, and manual.
Include a Kaizen Burst symbol to highlight improvement opportunities.

Mapping Flow

Start with the customer (internal or external) positioned at the top right.
Work through the process from right to left, then down, left to right, and back up to the customer—forming a cyclical flow.

Data Collection & Metrics in VSM

Types of Data to Collect

Resource-based: batch size, number of people involved.
Time-based: setup time, changeover time (more relevant in manufacturing), value-added time per unit, total time per batch.
Quality-based: completion accuracy percentage, rework rates.

Example Metrics from Case Study (Book Printing Process)

Batch size: 6 books (working drafts).
Review & update: 2 people, 30 minutes per book, 90% accuracy.
First draft editing: 2 people, 1 hour per book, 96% accuracy.
QC supplier material: 1 person, 1 hour per book, 70% accuracy (noted as a bottleneck).
Final approval: 1 person, 100% accuracy.
Proof approval: minimal rework (one round), 5 minutes per book.
Total value-added time: approximately 19.5 hours.
Total wait time between steps: 33 days (major inefficiency).
Inventory on hand: 25 units vs. 200 units ordered (triggered printing and revision decision).

Case Study: Spark Shift Book Series Order (Client: Microsoft)

The process flow: Order placed online → email notification → production control → inventory check → print run decision + revision → graphic designer → print house → print proofs → final approval → shipping → order fulfillment.

Highlighted issues: - Inventory management: low stock levels causing delays. - Revision timing impacting process flow and delivery. - Supplier quality control inefficiency (70% accuracy causing multiple reworks). - Long wait times between process steps causing delivery delays.

Actionable Recommendations & Use Cases

Use VSM to: - Identify bottlenecks and root causes of delays or quality issues. - Drive continuous improvement projects targeting specific weak points (e.g., inventory policy, supplier QC process). - Facilitate brainstorming and future-state mapping for strategic planning and project creation. - Benchmark current state and design improved workflows.

Example improvement projects suggested: - Investigate and improve inventory levels and reorder points. - Collaborate with suppliers and graphic designers to improve accuracy and reduce rework (e.g., checklists, standardized processes). - Reduce wait times between process steps to speed delivery without sacrificing quality.

Metrics & KPIs to Track Post-VSM

Inventory levels versus demand (monitor stockouts).
Accuracy percentage at each process step (target closer to 100%).
Value-added time versus wait time (aim to significantly reduce wait time).
Number of rework cycles and their impact on total lead time.
Customer satisfaction related to delivery speed and product quality.

Final Notes

VSM is a versatile tool applicable to both manufacturing and service industries.
It provides clarity on process inefficiencies and opportunities for improvement.
The tool supports project prioritization and strategic decision-making.
Adrian Girdler offers a free checklist on why projects fail to complement VSM efforts.

Presenter: Adrian Girdler Productivity Specialist and Project Management Professional