Value-Stream Mapping for Manufacturing
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’s 30+ years of manufacturing experience began with Fortune 100 electronics firms. As a Plant Manager, Supply Chain Manager, Director of Engineering and Lean Consultant, Tom has had the opportunity “to see” many factories in a variety of industries. His experience and clientele include electronic assembly and fabrication, composites, metal fabrication, aircraft manufacturing and many business processes.
Tom’s background includes process flow, job shop manufacturing, set-up reduction, reducing engineering development time to market and business process re-engineering. Broadly capable, his training ranges from conducting shop floor kaizen’s to updating the Board of Directors; this provides him with the vision needed to establish a rapport teaching the shop floor worker or the executive manager.
James (Beau) Keyte
The Keyte Group
Beau is President of The Keyte Group. In this role, Beau teaches, coaches, and facilitates on two important transformation fronts: changing the work processes and changing the roles and responsibilities of leadership to support new work processes. This work keeps him happy as he guides systemic learning and change. Teams learn how to understand, prioritize, and solve performance problems while management learns how to coach the staff in a way to develop them into better thinkers and employees. His operational excellence focus began in 1986 and his work has expanded to include support in healthcare, financial services, and manufacturing.
Beau also has been active in designing ways to help organizations learn in highly leveraged collaborative models, including working with 62 emergency departments across Michigan to simultaneously improve patient outcomes. He has two Shingo Prize-winning publications: The Complete Lean Enterprise and Perfecting Patient Journeys. In addition to being on LEI’s faculty, he is a contributing author to Huffington Post and an adjunct faculty member of Ohio State University’s Masters of Business in Operational Excellence program.
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.
As a student and practitioner of the Toyota Production System, Michele has gained hands-on experience helping companies apply lean in shop and office environments in a variety of industries, including automotive, aerospace, distribution, consumer products, machine building, cut and sew, and printing. Michele is also a faculty trainer for The University of Michigan's Center for Professional Development and Ford Motor Company's Lean Resource Center. Michele was the lean manufacturing program manager for the Michigan Manufacturing Technology Center and prior to that a materials planner and continuous improvement coordinator for a tier-two automotive supplier. She currently aids companies implementing lean through MMc Associates.
Samuel learned the Toyota Production System while working in Toyota Motors in Japan. For three years he underwent intense practical training at the Honsha Overseas Engineering Division in Toyota City. For thirteen consecutive years, he implemented lean in several of the Toyota facilities in Japan, Brazil, the United States, and Venezuela. Samuel has gained experience in other industries, including healthcare, construction, retail, and government, helping over 300 companies in their lean journey. He holds a Masters Degree in Technology Management and has lectured in universities such as Stanford and Harvard. He currently aids companies implementing lean through Honsha Associates.
Kirk got his start at JDS Uniphase where he served in several roles, including managing lean deployment and wafer fab operations. He also helped four other JDS Uniphase plants begin lean initiatives. Kirk has held operations and engineering positions with National Semiconductor Corporation and has seven years experience as an internal ISO/QS/TL 9000 auditor.
Kirk is co-author of Mapping to See, a kit for lean practitioners to improve value-stream performance in office and service settings. Kirk now helps companies in a variety of industries including service, healthcare, as well as manufacturing through the Lean Transformations Group, where he is a founding partner. He specializes in coaching managers as they lead value-stream improvement implementation and use it as a way to incorporate continuous improvement practices into their regular work.
Kirk received his MBA in Operations and Accounting from the University of Michigan and a BS in Electrical Engineering from Swarthmore College.
Engineer, Researcher, Teacher and Speaker
Rother & Company
Mike is co-author of two groundbreaking LEI workbooks, Learning to See: value-stream mapping to add value and eliminate muda,
which received a Shingo Research Award in 1999 and Creating Continuous Flow: an action guide for managers, engineers and production associates
, which received a Shingo Award in 2003. He co-developed the accompanying Training to See kit that teaches facilitators how to run value-stream mapping workshops. His latest book is Toyota Kata
(McGraw-Hill). Mike is an engineer, a researcher, teacher, consultant, and speaker on the subjects of management, leadership, improvement, adaptiveness, and change in human organizations. His affiliations have included the Industrial Technology Institute (Ann Arbor), the University of Michigan College of Engineering, the Fraunhofer Institute for Manufacturing Engineering and Automation (Stuttgart), and the Technical University Dortmund. Mike began his career in the manufacturing division of Thyssen AG in Germany. He lives in Ann Arbor, MI, and Cologne, Germany.
Author and Consultant
Art of Lean firstname.lastname@example.org
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.
Matt Zayko is a change agent with over sixteen years experience leading lean enterprise improvements in numerous industries by helping them transform engineering, manufacturing, service processes, and operating systems in a variety of staff- and management-level roles under the guidance of former Toyota mentors and sensei. Matt worked over a twelve-year period for Chrysler Corporation / University of Michigan, Gelman Sciences, General Motors / Delphi Corporation, and Pall Corporation. This real world experience in business performance improvement through use of appropriate lean principles across global organizations and different cultures gives Matt insight into understanding and solving the unique challenges faced by companies working to improve to their ideal state. He has authored numerous works, including articles that have been published in “Journal of Quality Engineering” and “IIE Solutions”, a chapter in the 1998 Shingo-Prize winning book Becoming Lean, and a 2006 white paper for the Lean Enterprise Institute. Matt aids companies implementing lean through Zayko Consulting and as a member of the Lean Transformations Group.
Suggested Reading for this Workshop:
This program is offered at customer facilities only, as an on-site workshop. If you have any questions or want to bring this
workshop to your organization, please contact Deborah McGee, Learning Activites Manager at email@example.com