Value Stream MappingTraining for value stream
analysis and value stream management -
Value Stream Mapping SymbolsGet all of these Excel value stream mapping shapes →
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What is Value
Stream Mapping?
A value stream map is a special type of flow
chart that is used to depict and improve:
Purposes of a
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The Value Stream Mapping processMore details for each of these steps can be found in the Help worksheet in your Systems2win Value Stream Mapping template Download free trial Preparation - Before forming your Value Stream Team
First pass - Understand the Current State
Second Pass - Analyze and Reflect
Third Pass - Improve
Continuously Improve
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Sections of the Value Stream Map - Examples
Section 1: Header Data
Section 2: Information Flow
The flow of the information that drives
the flow of the thing being processed
Section 3: Flow of the thing being processed
Section 4: Lean Metrics - within each process
Section 5: Lean Metrics - between processes
Section 6: Simultaneous processes
Unhide this section if needed
Section 7: Bottom Line Analyses
Section 8: Old State Comparison
Click the button to
Import Old State Comparison
Section 9 : Hide/Unhide Rows
There are many rows of pre-programmed
Lean metrics that can be quickly hidden or unhidden as needed
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Any process that has continuous flow is depicted by the symbol of a Process Box. The Continuous Flow Process Box is the holy grail of value stream mapping symbols because the ultimate goal of value stream mapping is to maximize flow Definition of flow = the thing being processed doesn't stop Better definition = |
If your value stream contains an overwhelming number of flow interruptions - then it is advisable to combine some into a smaller number of Process Boxes - just to improve understandability.
If it is an "As Is" value stream - don't worry too much about capturing every detail, because it will soon change.
If it is a proposed Future value stream - perhaps use Link Icons to drill down to further levels of detail.
Tip: If you need to re-align a Process Box, or restore a deleted one, use Snap To Grid to snap it perfectly in place.
What's the difference between a Process Box and a Process Step?
also known as a Work Element
There could be immensely complex sub-processes involved, but as long as the thing being processed does not stop flowing for more than a few seconds - the entire process is depicted on a value stream map as a single Continuous Flow Process Box.
A Process Step happens whenever the thing being processed gets handed off, or could be handed off (even if the same person is currently switching hats to perform several different processing steps).
One of the early steps in the value stream mapping process
to itemize Stepsusing either pencil & paper, or the special section of your Systems2win Value Stream Mapping template illustrated here
All that a person sees on the value
stream map itself, however, are 2 summary numbers per Process Box:
1) Number of Steps
(the
orange
numbers in row 33 in the screenshot below)
2)
Value Add Steps
(the
red numbers
in row 33 in the screenshot below)
As illustrated in the Machining and Welding processes above, any given Process Box might have
Link Icons to drill down to related documents
(such as flowcharts,
spaghetti diagram,
standard work
combination sheet,
standard operating
procedure,
visual
work instructions...),
but
at the value stream mapping level, we don't really care about many
cluttering details. All we need to know for value stream management
purposes is that some raw or semi-finished
stuff went into the "black box", and some more-finished stuff came out
of the "black box" without ever stopping for more than a few seconds
along the way.
The ideal goal is to design a process for
continuous flow - so that the thing being processed can flow through it without ever
stopping.
The absolute ideal Value Stream Map consists of a single
Process Box - because the thing being processed would never stop.
All of the following concepts are compromises, because perfect continuous flow is not always easy or even possible.
To create a drill down link to a subprocess -
use Link Icons to insert the
international symbol for a subprocess (shown below)
and then right-click
it to add a hyperlink to allow the
user to drill down to the worksheet containing the related subprocess.
To roll up summary data from a subprocess - use Link Cells.
(so that the value stream
map is automatically updated with the subprocess data every time that the subprocess worksheet is changed)
For a process that serves more than one value stream...
- Use Shadow Style 13 to visually differentiate a shared process from a dedicated process.
- Try to brainstorm ideas for future state improvement - because a shared process is a big compromise to flow. If there is any way that equipment can be dedicated... get creative.
- Make sure that the Author of the Value Stream Map knows how to correctly handle Queue Time for a shared process.
Repeat Process
Also known as iterative process, repetitive process, repeated process, cyclical process, circular process...
The circular orange arrows indicate a repeat process (the thing goes through this process more than once).
To get the math right for a Repeat Process...
you might need to
calculate one or more standard fields - by multiplying some user-defined
fields.
For
example, using user-defined rows, you might create user fields for:
- Process Time per Rep
- Number of Times Repeated
And then in the Processing Time field...
rather than entering a static number,
you would instead enter the formula...
=Process Time per
Rep * Number of Times Repeated
Other symbols inside a VSM Process Box
You can optionally include other symbols within a Process Box, including (but not limited to):
- Warehouse (door)
- Crossdock (inventory comes in and goes out without ever being stored)
- Point of Sale Moment of Truth
- Operator (copy it to visually indicate the number of operators)
- U-Shaped Work Cell
How to find help for any shape on any Systems2win template.
Also known as delays, annoyances, and lost profits
Whenever the thing being processed gets delayed between processes - you will use one of the above shapes in Section 3: Flow of the thing being processed.
Triangles always highlight some form of waste on a value stream map.
Use a green triangle for inventory, or a yellow triangle for any other form
of delay
(for example, in an office environment,
you might find piles of paper in someone's In Basket).
In the text label beneath each triangle, you will usually describe what
is in the pile represented by the triangle.
For example you would replace the word "inventory"
with "widgets", or the word "queue" with "orders".
In Section 5: Lean Metrics - between processes, you will usually enter the quantity in the Inventory (Standard WIP) field.
If your team has strategically designed your value stream to include
strategically placed piles of buffer or safety inventory - to protect
downstream operations from being starved due to (currently)
out-of-control process variances, then use the Buffer or Safety Resource
symbol (rather than a triangle symbol).
Use the Buffer or Safety Resource symbol for ANY form of protection against process variance - including (but not limited to):
- Inventory
- Overtime
- Cross-training and departmental borrowing
- Temporaries
- Outsourcing
- Pre-trained workers available as needed (seasonal, retirees...)
- Pre-negotiated availability of overflow facilities
- Customers that agree (in advance) to accept delay to allow load leveling to non-peak periods
- Contingency plans
- Automation
- Any other form of protection against process variance that might be found in a Lean Manufacturing, Lean Office, or Lean Healthcare environment
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Most transportation shapes need no explanation.
There are so many modes of transportation, however, that you might
want to add some custom shapes to depict a mode of transportation
used in your unique value stream. Rather than cluttering our standard template with every form of transportation known to man, we make it easy for you to add your own custom shapes. In addition to all of the standard value stream mapping symbols that come with your Systems2win template, it is very easy to add your own custom shapes:
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In addition to the standard palette of value stream mapping symbols, To get help for any
Systems2win shape: |
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used in value stream mapping and other types of lean process flow charts
Tip: Right-click > Format any line to change arrow head, color, thickness, dash, elbow, straight, or curved.
Red dashed arrow = message flow arrow -
indicating the flow of information.
Every message arrow should have a textbox to explain the type and frequency of
information,
and can optionally have a shape indicating the mode of information transfer
(e.g. phone, FAX, email, etc.)
In these days when almost all information is in some electronic form - we do not suggest attempting to differentiate between electronic and non-electronic information. (Is a FAX electronic? Isn't a telephone electronic?) If you (or your boss) find it valuable to attempt to differentiate electronic from non-electronic information, then you can change the "dash" property of any arrow line - perhaps using a solid red line for non-electronic information. Or simply spell out the mode of communication in the red text box.
Red dot-dash arrow
= Expedite information
Example: The expedite arrow containing the telephone - between Process 3 and 4
To change the "dash" property of any arrow, right-click >
Format AutoShape > Colors and Line > Dashed.
Broad white arrow = Shipment to Customers or from Outside Sources
such as suppliers and third-party logistics providers.
Thick black dashed
arrow = Push Arrow
Example: Between Process 4 and 5
The thing being processed is being produced according to some pre-determined
(non-Lean) schedule - and then is "pushed" downstream - whether or not the next
downstream process has any need for it.
There is almost always a pile of inventory or a backlog queue of
whatever is being processed - which is why you will almost always see the
triangle symbol on top of a push arrow. (Green triangle for physical inventory.
Yellow triangle for a queue of something non-inventory that is being processed.)
Thin black arrow = Flow Arrow
Examples: Between Processes 2, 3, and 4
This is the most common arrow to indicate the flow of the thing being processed.
Dotted black arrow = Expedited Flow
Example: The dotted black arrow containing the airplane - between Processes 3
and 4
In this example, there are usually daily shipments between Processes 3 and 4,
but about twice a year, the production manager for Process 3 gets a phone call
requesting an urgent plane shipment.
Dashed blue
arrow = Kanban flow
Kanbans are a simple way to authorize release of work or
materials.
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Circular black arrow = Withdrawal The circular arrow between Process 1 and 2 conveys the exact same information as the symbols between Process 2 and 3 - using one simple symbol as a shorthand shortcut. |
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Lean Supermarket
A Supermarket is a place between processes where a standard amount of inventory is stored - in order to supply a downstream process without interruption due to product variations and/or batch sizes.
Keep in mind that the "inventory" in your supermarket might be paperwork forms, or medical supplies, or anything else that can be stored.
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Longhand illustration of what is really happening in a lean supermarket
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A value stream mapping supermarket is often the best way to control the flow of production between two processes
that can't be integrated into a single Continuous Flow Process Box, for reasons
like:
Even though some of the above things might be changed in the long term, we often need to work with "the way things are now" - and a Supermarket is a great way to create a relationship that is close to flow between two decoupled processes. |
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Common abbreviated notation for a Supermarket
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Or even more abbreviated
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Notice that the open slots of the VSM supermarket always face the upstream supplier - to whom the supermarket belongs.
What is a kanban?
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A kanban is any signaling device that gives authorization and the
minimal instructions needed: Most commonly, a physical paper card physically placed in a container of parts. When stored items are actually used, the kanban card gets "freed" (perhaps it was in the bottom of the container), and gets put back into a kanban stand where the kanban "requests" are fulfilled in First In First Out (FIFO) sequence. In some simple situations, the empty container itself might provide sufficient instruction for the upstream process to "fill it up". (And they know what to fill it with, because perhaps of the unique shape or color of the container, or maybe brief instructions are engraved right onto the container.) |
What is a signal kanban?
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When Change Over Time has not yet been reduced enough to produce a single bin at a time, a signal kanban is used to trigger production of a specified number of containers when a reorder point is reached. A colored metal triangle often serves as a signal kanban. (Hence the symbol used for any kanban signal is the symbol of the upside down triangle.) |
What is a sequenced pull ball?
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A sequenced pull ball is a kanban signal used in a special way that
eliminates the need for the supermarket storage of items between processes. The supplying process produces a specified quantity (often one unit) to quickly fill the customer order. This only works if the supplying process has a VERY short and reliable lead time. Why the symbol? Because colored golf balls are the most common kanban signal used for this type of replenishment system. |
What is a FIFO lane?
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Think of a FIFO lane as a chute that can only hold a specified amount of items. When the chute is full, the supplying process stops producing until the downstream process finishes "digesting" the items in the chute, and there is room in the chute again. A FIFO lane could use a kanban card or signal, but more commonly, a FIFO lane is used for more "unusual stuff" that often involves unique work instructions. |
FIFO Lanes are used when it is not practical to keep a supermarket full of items between processes. Some reasons might include:
- Too many variations. (Custom items)
- Usage volumes are too low
- Short shelf life
- Too fragile to risk storage
- Very expensive
Between two processes there is sometimes both a supermarket and a FIFO lane - for different types of items.
Rules of a FIFO Lane:
- Process in First In First Out sequence
- When the FIFO lane is full, the supplying process must stop filling
it.
(Perform other activities - most commonly assisting the downstream process)
Sequenced Pull Lane
A Sequence Pull Lane is identical to a FIFO Lane - except that some other sequencing criteria is used other than FIFO.
Perhaps earliest due date, shortest processing time, largest dollar value of customer order... whatever.
A "Holey FIFO" Lane can be a novel solution to allow for expediting. Leave the front of the queue open for rush orders.
What's the difference between a FIFO lane and a simple FIFO symbol?
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You place a simple FIFO symbol inside a Process Box if it is simply processing things in First In First Out order, (with no Lean FIFO Lane that signals the downstream process to stop producing until there is room in the chute again). In other words, you can still have simple FIFO processing in the middle of a very non-Lean "push" system. |
What's the difference between a FIFO lane and a "push" system?
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Push means that the supplying work center is building to some central "plan", (e.g. MRP, MPS, DRP, or some other usually-wrong forecast), and then items are "pushed" to the downstream customer process - whether or not they are ready for them - and whether or not they even have space available to store them ... Although there are valid reasons for building to forecasts and central schedules, if there is any way to implement Continuous Flow - you will reap dramatically superior results in every performance objective that you measure. You should only resign yourself to accepting a push system as the very last desperate acknowledgement of failure to come up with more creative means of approaching Continuous Flow. |
also known as a Scheduling Control Point or pacesetter
A pacemaker Scheduling Control Point is a process that you schedule.
Think of your pacemaker as the gas pedal in your car. It regulates the speed of your entire value stream.
Objectives for designing the Control Points in your value stream:
- You ideally schedule only one process.
- All upstream processes are either FIFO Lanes or PULL systems (such as supermarkets, pull ball systems, or simple kanban withdrawals)
- All downstream processes are ideally FIFO Lanes (but might also be non-Lean push inventory, and/or a finished goods supermarket)
- Both upstream and downstream processes pulse in harmony with the
heartbeat production pace of your one pacemaker process
(this heartbeat production pace is also known as Pitch) - Your chosen pacemaker process is ideally the Continuous Flow Process Box that is located the farthest downstream (nearest to actual customer delivery) that meets the above criteria.
Use your pacemaker (and only your pacemaker) to determine the Takt Time, Pitch, Pitch Batch Size, and EPEx for the overall value stream. (Tip: Your Systems2win Value Stream Map auto-calculates all of these - making it so much easier for your people to really "get it".)
Pitch = how often work is
released
Pitch = takt time * pitch batch size
Pitch Batch Size = how many things to be processed get released to the pacesetter operation for every Pitch cycle
For full definition, see Lean Time Definitions
Batches cause all kinds of disruptions to continuous flow. So Load Leveling is an important cornerstone upon which Lean flow systems are built.
The idea of Load Leveling is to intercept batches of kanban orders or sales orders (or whatever is being processed), and then smooth out the volume of demand (and possibly the mix), by:
1) Releasing only enough orders at a time to meet takt time demand (thereby leveling demand spikes)
(Volume load leveling is accomplished using either a Visible Pitch Board or a Heijunka Box - explained below)2) Spreading the types of orders throughout the shift as much as possible.
(Variety mix load leveling is accomplished using a Heijunka Box)Example: The batch way to make 10 of product X, 5 of product O, and 3 of product Z would be:
XXXXXXXXXXOOOOOZZZ
The Level Load way might be:
XXOZXXOXXOZXXOXXOZ
(This is yet another of many reasons that Lean Teachings are so obsessed with small batch sizes.)
Load leveling can be especially important in a High Mix / High Demand Variability value stream, and successful load leveling absolutely requires intelligently-designed Product Families - because you will level the demand load per product family.
What is a Visible Pitch Board?
A Visible Pitch Board is a visual control method that is used to level the flow of work.
| Visible Pitch Board - Accounts Payable Department | ||||||||
|---|---|---|---|---|---|---|---|---|
| Time | 9am | 10am | 11am | Noon | 1pm | 2pm | 3pm | 4pm |
| Worker 1 | 5 | 4 | 4 | 5 | 5 | 4 | 4 | 4 |
| Worker 2 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 |
| Pitch | 10 | 9 | 9 | 10 | 10 | 9 | 9 | 9 |
Suggested reading: Value Stream Management for the Lean Office, by Don Tapping and Tom Shuker.
What is a Heijunka Load Leveling Box?
also known as a Lean Schedule Box or a Post Office Box
A Heijunka Box is a physical device used to level the flow of work
volume and variety mix.
(Contrast this with the Visible Pitch Board,
which levels work volume only)
A Heijunka box is usually a mailbox-looking thing mounted on a wall - with cubby holes that each hold one kanban card or folder or other form of work authorization.
The labels at the top of the box are usually time periods (in the time increment determined by the Pitch).
If there are labels on the side of the box, they will indicate variety mix. More commonly, there are no side labels, and variety mix is determined by the contents of the kanban card or folder in each slot.
If the product family has products with varying takt times, (e.g. some products take 2 mins, some 4 mins, and some 8 mins), then some of the slots will be empty beneath a kanban card for a long-takt-time product. It is common to color-code the folders or kanban cards to make the length of takt time visually obvious.
If there is more than one worker, then either:
- The workers work as a team
- Each worker pulls work authorization from the Load Leveling box
- Each worker has his or her own Heijunka Box
Suggested reading: Creating Mixed Model Value Streams, by
Kevin Duggan,
which also introduces even more lean approaches
for Lean Load Leveling -
such as the Card Rack Scheduling
Board, and a Floating Pitch Board.
To establish the smaller load leveling scheduling time increments within the Pitch
interval,
(which might be reflected in the number of rows of slots in your
Heijunka Scheduling Box),
you sub-divide your selected
Pitch interval into the lowest-common-denominator time that it takes to produce one "delivery unit" of each product
or service in
the product family.
If there is no common denominator, then your choices are:
- Reconsider your product families
- Change the delivery unit of measure (e.g. case size, pallet size, length of time that a doctor visits a patient, etc.) so that there is a common denominator time increment for every offering within the product family.
- Perhaps have the material handler pick up partial case quantities at
every pitch increment.
The important essential requirement is to invent a highly visual takt image. If options 1 or 2 prove impossible, you're going to need to get creative.
| We suggest that you use our standard shapes
(accessible from ANY licensed Systems2win template by selecting
Systems2win menu > Copy AutoShape) to teach all of your users to use the following conventions: Your As Is State should contain:
Your Target State should contain:
Any objective that appears within a Shaded Cloud on a value stream map should have a corresponding line item in the Value Stream Plan with one of the following:
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Clouds and Bursts are standard shapes that are always available to use in any (licensed) Systems2win template by selecting Systems2win menu > Copy Shapes |
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Can we use our own shapes and meanings for Clouds and Bursts? Yes. Simply:
Thinking we were inventing something new from scratch, our older templates used clouds to identify problems, and bursts for ideas. But when a popular book did it the other way around, we switched to the way "they" did it. The important thing is that your viewers can differentiate problems, ideas, and mandates. |
The final tool needed in each round of value
stream management improvement
is the
Value Stream Plan template.
The Sample and
Help worksheets of your Systems2win
Value Stream Mapping template.
Download free trial
Value
Stream Mapping videos
High Mix / High
Variability Value Streams by Systems2win
Lean training videos
Lean Kaizen Training by
Systems2win
Lean Time Definitions by Systems2win
Learning To See, by Mike Rother and John Shook
Subtitle: Value stream mapping to add value and eliminate muda.
Value Stream Management, by Don Tapping
Value Stream Management for the Lean Office, by Don Tapping
and Tom Shuker.
Subtitle: Eight steps to planning mapping, and sustaining lean
improvements in administrative areas
The Kaizen Event Planner, by Karen Martin and Mike Osterling
Subtitle: Achieving rapid improvement in office, service, and technical
environments
The Complete Lean Enterprise, by Beau Keyte and Drew Locher
Subtitle: Value stream mapping for administrative and office
processes
Value Stream Mapping for Lean Development, by Drew Locher
For the (pre-sales, pre-production) design phases of a value stream
Story of a Lean Journey, by Jim Lewis
Creating Mixed Model Value Streams, by Kevin Duggan
Subtitle: Practical lean techniques for building to demand
Seeing the Whole, by Dan Jones and Jim Womack
Subtitle: Mapping the extended value stream (the entire supply
chain between companies)