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Value Stream Mapping (VSM):

A tool for improving your product


development process design
Lecture
Date: 2013-10-03
Time: 13:00-14:30
Room: A2029
Jarkko Erikshammar

contact.
http://www.ltu.se/staff/j/jarkko-1.44434?l=en

jarkko.erikshammar@ltu.se
@JErikshammar
Jarkko Erikshammar
+46 920 491 860

copyright Scania CV AB (publ),

purpose and aim.


Increase the insight of
application of different
processes

A tool for process


mapping and
improvement
help with your next 0005:
process planning
assignment!!!

agenda

1.
2.
3.
4.

process thinking
value stream mapping
break
practice

my Lean.

systematic common sense


scientific thinking
a change model
a bunch of practical methods

exercise one.
In 136 characters or less:
what is a process? #VSM
Work in your group.
3 minutes
Tweet.

Johansson, Christian.
@cihjoh0. It is a
repeatable,documented way
to get from A to B #vsm 3
oct 2013. 4:16 F.M. Tweet.
Tomas de, Miriam.
@miritiriti Starts
somewhere, leads to a
specific end, and is a way to
reach a target. Problem
breakdown support. #VSM
3 oct 2013. 4:17 F.M.

process thinking.

value stream.
"All we are doing is looking at the time
line from the moment the customer
gives us an order to the point when we
collect the cash. And we are reducing
that time line by removing the nonvalue-added wastes."
Taiichi Ohno was born in Manchuria, China in 1912 and graduated
from Nagoya Institute of Technology. He joined Toyota in 1932 and
for about twenty years worked his way up in the firm.
In the 1940's and early 1950's, Ohno was the assembly manager
for Toyota and developed many improvements that eventually
became the Toyota Production System.

Lean principles.
1.
2.
3.
4.
5.

value
the value stream
flow
pull
perfection

Source: Womack, J. P., Jones D. T. and Roos, D (1996): Lean Thinking


Banish Waste and Create Wealth in Your Corporation

exercise two.
In 136 characters or less:
what is value in a design
process?
Work in your group.
3 minutes
Tweet

Johansson, Christian.
@cihjoh0. Quality,
functions, usability, etc
#vsm 3 oct 2013. 4:32 F.M.
Tweet.
Tomas de, Miriam.
@miritiriti Value is to
connect needs to a
desirable/feasible/viable
solution #vsm 3 oct 2013.
4:36 F.M.

value adding activities


increases the value
non-value adding is
waste, time consuming
and costs but does not add
value to the product

Value adding

Value: something the


customer is willing to pay
for

Non-value adding

1. value

2. the value stream

Value is created in value adding activities

Processes are combinations of value adding and


non-value adding activities

Value

Press

Working

Heat treatment

Time

3. flow
One flow, from start
to a finished product,
without stops between
value adding activities

4. pull

Production as close to
the actual demand
not based on forecast

5. perfection

Continous improvemnets
a deviation is a source
for possible improvement

method.

current state map

lean value stream

future state map

achieving the future state map

How is it done?
1. Current state

2. Lean Value stream


1. Current. follow the
object thorugh the flow.
Note each step, problems
and difficulties
2. Lean. How could it be
IF we only did what the
customer wants?

3. Future state, 12 m. 4. Achieving the future

3. Future. How far can we


come in a year?
4. Acheiving. Plan of
action on a detailed level.

current state map.

A description of the current value stream


(material and information) with visualization
of waste
Focus on different things depending on the
value
Document cycle times (c/t), set up times (s/t),
WIP and buffers (days), scrap, etc.

Lean value stream.


Relation between set-up time and WIP
Relation between WIP and lead-time
One piece flow
Push versus pull
The Lean toolbox : the essential guide to Lean transformation /
by John Bicheno and Matthias Holweg.. - 2009 - 4th ed.. - ISBN: 978-0-9541244-5-8 (pbk)

future state map.

It is about glancing at the future

Achievement with current resources

One budget period

Incremental steps

achieving the future state

What is doable within 12 months?

Responsible of the value stream

Responsible for the action

Follow-up, follow-up, follow

Plan of action
Underskrift

Datum
Produktionschef:
gare vrdeflde:
Affrsml
Produktfamilj

Produktionsled.

Facklig fretrd.

Beredning

Planerare

Ansvarig

Berrd
Avd

Uppfljning

KUND rlig vrdefldesplan

VFA
LOOP

Ml
VFA

Mtbart
Ml

2010-2011 Mnadsplan
Nov

Dec

Jan

Feb

Mar

Apr

Maj

Juni

Jul

Aug

Sep

Okt

granskare

without this we have not achieved anything

datum

exercise three.

Four (4) groups


Produce a current state (blue pen) and a future state
(green pen) for a trip from Lule to Stockholm. From your
apartment to the hotel.
You are the traveling agency. The customer is the one
travelling. The objective is to reduce non-value adding
activities.
Group A: plane, Group B: train, Group C: rental car,
Group D: bus
4 min presentation per group (perfection)

Assessment will both be on the presentation and the results

OH-plastic (2) + a blue and green pen(2)

references

Bicheno, John. The new lean toolbox: towards fast, flexible flow. Buckingham: Picsie Books, 2004.

Talks TEDx Ernesto Sirolli: Want to help someone? Shut up and listen! Filmed Sep 2012, Posted Nov 2012.

Michael Jordan "Failure" Nike Commercial: http://www.youtube.com/watch?v=45mMioJ5szc

Toyota production system: beyond large-scale production [0-915299-14-3] Ohno, T 1988

Jones, Daniel T. Seeing the whole : mapping the extended value stream / Brookline, MA. : Lean
Enterprise Inst., cop. 2002

Rother, Mike, and John Shook. Learning to See: Value-Stream Mapping to Create Value and Eliminate
Muda: Version 1.3 June 2003. Lean Enterprise Institute, 2003.Womack, James P. Lean thinking : banish
waste and create wealth in your corporation / London : Free Press Business, 2003

Bjrnfot, A., et al. "Lessons Learned from Succesfull Value Stream Mapping." Proceedings of the 19th
Annual Conference of the International Group for Lean Construction. 2011.

Simonsson, Peter, et al. "Learning to seethe Effects of Improved Workflow in Civil Engineering Projects."
Lean Construction Journal (2012): 35-48.

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