One of the most integral tools in the arsenal of Lean thinking is
value stream mapping.
The value stream is the flow of value-adding activities that serves the
customer needs. Value stream mapping (VSM) is a visual way to map out
product and information flow.
A value stream map draws out the supply chain from raw material to
customer for manufacturing processes. In an office environment, a value
stream map illustrates the steps it takes for a customer (either
internal or external) to receive a particular service or product.
The
value stream map makes it easier to identify wastes in the process by
mapping out and seeing where it occurs along the value stream.
Another important aspect of VSM is the collaborative effort it involves.
In a value stream, every step of an entire process is mapped out.
This
helps show how every team member’s job is interrelated, and everyone
involved is better able to see how they can more efficiently complete
their step in the process and transition to the next step.
These maps
help break the barriers between different departments and open up the
lines of communication.
A value stream map also praises the positive aspects in a system. After
perusing the current system, a value stream map will not only show which
steps need to be fixed, but which ones are currently doing a good job.
The VSM tool also encourages other proactive Lean activities. For
example, when a process is mapped out, any waste is then found in the
diagram. To further examine and eliminate these wastes, managers may go
to the shop floor to physically see how the process is run –
going to the gemba.
By using the VSM tool and going to the gemba, it is easier for managers
and employees to see what their current state really looks like. VSM
helps create agreement across the board on where the problems lay and
how to move forward to reach their desired, future state.
VSM is an important tool. It allows a company to see how steps in a
process are connected and how these steps can be run more effectively.
It shows companies the disparity between how they think a process is
being run and how it is actually run. Only in finding and reducing waste
can a value stream run more smoothly and more efficiently for both the
company and the customer.