Value-Stream Mapping for Manufacturing (1 Day Class)
Value-stream maps are the blueprints for lean transformations. This workshop shows you how to make and apply this fundamental and critical tool, based on the Lean Enterprise Institute's groundbreaking value-stream mapping workbook, Learning to See, which has introduced the mapping tool to thousands of people around the world.
The value-stream map is a paper-and-pencil representation of every process in the material and information flow of a product or product family, along with key data. It differs significantly from tools such as process mapping or layout diagrams because it includes information flow as well as material flow.
Mapping is a critical initial step in lean transformations because it shows you where you could apply lean techniques, such as kaizen events, for maximum effect. Mapping helps you avoid the common mistake of cherry-picking individual lean techniques, which creates isolated islands of improvement and limited benefits. The mapping cycle of mapping current conditions then quickly drawing and implementing a leaner future state improves the overall flow of value to the customer and delivers the biggest benefits.
Through instruction, discussion, group activities, and hands-on exercises, this workshop will show you how to see value, differentiate value from waste, and eliminate the sources of waste by creating accurate current-state maps and leaner future-state maps for a product family. You'll also develop plans for implementing the future state. Mapping helps you:
- Establish a direction for the company’s improvement efforts – maps become the blueprints for the lean transformation
- Target kaizen activities for bigger and more sustainable impact
- Gain a better understanding of the linkages between material and information flow
- Visualize improvements to the overall production flow, instead of spot improvements to single processes
- Create the basis for an effective lean implementation plan by designing how a facility’s door-to-door material and information flow could operate
- Give operators, engineers, and managers a common language and process for continuous improvement
This workshop will sharpen your "eyes for waste" and "eyes for flow." Using a manufacturing case study you'll learn how to identify a product family, how to see the entire value stream for a particular product family, how to map the value stream to identify and eliminate waste, what makes a value stream lean, and how to develop a plan to achieve results. Workshop topics include:
- Value-stream improvement vs. process improvement
- Exercise: Drawing a current-state map
- What is a lean flow?
- Individual efficiency vs. system efficiency
- Build to supermarket or to shipping?
- Continuous flow processing
- Scheduling one point
- Designing a lean flow
- Exercise: Drawing a future-state map
- How to create a plan for implementing the future state
At the end of the workshop you should be able to:
- Understand and explain to others the benefits of value-stream mapping
- Draw a current-state map
- Identify major lean concepts
- Draw a future-state map
- Develop a basic implementation plan
Who Should Attend:
Those who would benefit from attending this workshop include:
- Operators, engineers, managers, supervisors, technical support personnel, and change agents
- Any industry with multi-step processes
- Organizations at any level of a lean journey, particularly (though not exclusively) those just beginning
- Tom Foco
- James (Beau) Keyte
- Drew Locher
- Michele McLaughlin
- Sammy Obara
- Kirk Paluska
- Mike Rother
- Art Smalley
- Matt Zayko
The Keyte Group
Drew began developing and implementing continuous improvement initiatives while working for General Electric in the 1980s. Since leaving GE in 1990, he has helped a variety of industrial and service companies with organizational development and lean implementations. Drew helped the National Institute of Standards and Technologies’ Manufacturing Extension Partnership (MEP) develop a Lean University, providing training to roughly 1,000 MEP field engineers helping small to medium-sized manufacturers throughout the country. He has helped companies in a wide variety of industries, including healthcare, transportation, distribution, education, financial services, and manufacturing implement lean and organizational redesign.
He is co-author with Beau Keyte of The Complete Lean Enterprise: Value-Stream Mapping for Administrative and Office Processes, which received a Shingo Research Award in 2005. Drew is also the author of Value Stream Mapping for Lean Development: a How-to Guide to Streamlining Time to Market. His book Lean Office and Service Simplified: The Definitive How-To Guide was a 2010 Shingo Research Prize recipient. His latest book is The Complete Lean Enterprise: Value Stream Mapping for Office and Services.
He currently aids companies implementing lean through Change Management Associates.
LEI Faculty, President Honsha Associates
Sammy learned the Toyota Production System while working at Toyota Motors in Japan. For three years he underwent intense practical training at the Honsha Overseas Engineering Division in Toyota City. Then for 13 years, he implemented lean in a variety of Toyota facilities in Japan, Brazil, the United States, and Venezuela.
Sammy has hands-on experience implementing lean principles in other industries, including healthcare, construction, retail, and government. In all, he has helping over 300 companies on their lean journeys. He holds a master’s degree in technology management and has lectured at universities such as Stanford and Harvard. He currently aids companies implementing lean through Honsha Associates.
Engineer, Researcher, Teacher and Speaker
Rother & Company
Author and Consultant
Art of Lean
Art has immersed himself into the intricacies of problem solving since 1988, when he joined Toyota at its Kamigo Engine Plant in Toyota City, Japan. Taiichi Ohno was plant manager at Kamigo and conducted many of his famous experiments there that led to the development of the Toyota Production System. Art learned directly about problem solving from Tomoo Harada, who led the maintenance activities that created the stability that enabled Ohno’s innovations in flow to succeed. After leaving Toyota, Art became director of lean production operations at Donnelly Corp. At McKinsey & Company, he was the firm’s leading expert in lean production. He currently aids companies implementing lean through Art of Lean.
Art is the author of the new book The Four Types of Problem Solving and theworkbook Creating Level Pull, which received a 2005 Shingo Research Award. He is coauthor with Durward Sobek of Understanding A3 Thinking, winner of a 2009 Shingo Research Award.He was inducted into the Shingo Prize Academy in 2006.