Value stream mapping results/title> <meta name="description" content="Value stream mapping results: Come discover the 8-Basics of VSM."> <meta name="keywords" content="Value stream mapping results"> <link rel="stylesheet" href="master.css"> <script language="JavaScript">  function MM_swapImgRestore() { //v3.0 var i,x,a=document.MM_sr; for(i=0;a&&i<a.length&&(x=a[i])&&x.oSrc;i++) x.src=x.oSrc; } function MM_preloadImages() { //v3.0 var d=document; if(d.images){ if(!d.MM_p) d.MM_p=new Array(); var i,j=d.MM_p.length,a=MM_preloadImages.arguments; for(i=0; i<a.length; i++) if (a[i].indexOf("#")!=0){ d.MM_p[j]=new Image; d.MM_p[j++].src=a[i];}} } function MM_findObj(n, d) { //v3.0 var p,i,x; if(!d) d=document; if((p=n.indexOf("?"))>0&&parent.frames.length) { d=parent.frames[n.substring(p+1)].document; n=n.substring(0,p);} if(!(x=d[n])&&d.all) x=d.all[n]; for (i=0;!x&&i<d.forms.length;i++) x=d.forms[i][n]; for(i=0;!x&&d.layers&&i<d.layers.length;i++) x=MM_findObj(n,d.layers[i].document); return x; } function MM_swapImage() { //v3.0 var i,j=0,x,a=MM_swapImage.arguments; document.MM_sr=new Array; for(i=0;i<(a.length-2);i+=3) if ((x=MM_findObj(a[i]))!=null){document.MM_sr[j++]=x; if(!x.oSrc) x.oSrc=x.src; x.src=a[i+2];} } //--> </script> </head> <body bgcolor="#000000" onLoad="MM_preloadImages('images/wor_r04_c1_F2.jpg','images/wor_r06_c1_F2.jpg','images/wor_r07_c1_F2.jpg','images/wor_r08_c1_F2.jpg','images/wor_r09_c1_F2.jpg','images/wor_r10_c1_F2.jpg')"> < <table border="0" cellpadding="0" cellspacing="0" width="606" align="center" height="397"> <tr> </tr> <tr> <td colspan="2" height="26" width="634"><img src="images/wor_r01_c1.jpg" name="wor_r01_c1" border="0" width="615" height="24"></td> <td height="26" width="4"><img name="FwShim_Row_0" src="images/shim.gif" width="1" height="24" border="0"></td> </tr> <tr> <td rowspan="2" height="1" bgcolor="#FFFFFF" width="169"> <p align="center"><img border="0" src="BBBP01.jpg" width="104" height="154"><br> <a href="kblm-BillGaw.htm">Who is Bill Gaw?<br> </a><font size="1" color="#FF0000">And why should we listen to him?<a href="value.stream.mapping.training.htm"><br> Value Stream Mapping Example</a></font> </p> </td> <td height="1" bgcolor="#FFFFFF" width="463"> <p align="center"><img border="0" src="kblm201.jpg" width="448" height="46"></p> <h1 align="center"><b><font face="Arial" color="#FF0000" size="5">Value Stream Mapping Results</font></b></h1> </td> <td height="1" width="4"><img name="FwShim_Row_1" src="images/shim.gif" width="1" height="46" border="0"></td> </tr> <tr> <td height="1" bgcolor="#FFFFFF" width="463"> <p align="center"> </td> <td height="1" width="4"><img name="FwShim_Row_2" src="images/shim.gif" width="1" height="19" border="0"></td> </tr> <tr> <td rowspan="8" valign="top" bgcolor="#1C5FAA" height="412" width="169"> <p style="MARGIN-LEFT: 5px" align="center"><b><font color="#ffffff" size="2"><br>   <script language="JavaScript">  </script>  </font></b></p> <p style="MARGIN-LEFT: 5px" align="center"><font FACE="Arial"><i><a href="http://bbasicsllc.com/PrivacyPolicy.htm"><font color="#FFFFFF" FACE="Arial" SIZE="2"><b>privacy policy</b></font></a></i></font></p> </td> <td height="1" bgcolor="#FFFFFF" width="463"><img name="FwShim_Row_3" src="images/shim.gif" width="1" height="8" border="0"></td> </tr> <tr> <td rowspan="7" bgcolor="#FFFFFF" valign="top" height="484" width="463"> <table width="100%" border="0" cellspacing="0" cellpadding="2"> <tr> <td> <p class="MsoPlainText">==========================================<br> MANUFACTURING BASICS & BEST PRACTICES BULLETIN<br> <br> Now serving over 9821 subscribers<br> <br> Competitive Knowledge for Manufacturing People </p> <p class="MsoPlainText">Value stream mapping example<br> <br> ==========================================<br> <br> September, 6 2005<br> <br> Hi [[firstname]], welcome back. <br> <br> I'm often asked, "What is the most important factor in <br> achieving success when launching an important change <br> initiative?" <br> <br> Without question it is having the full support of upper <br> management. That said, those who use it as an excuse <br> for not trying commit a major copout! <br> <br> I have participated in three change initiatives <br> that lacked top management's full support but were <br> still successful. So I know from experience that it <br> can be done. In each case, however, management was <br> supportive of the process of value stream mapping <br> and that provided the organizational structure that <br> helped make the implementation of a change initiative <br> successful.<br> <br> So, this week we will revisit the power of value <br> stream mapping. It is by far the most effective <br> methodology for gaining control of business processes <br> and optimizing the success of change initiatives. <br> <br> Have a nice day, keep the faith, and stay connected.<br> <br> Bill Gaw<br> Business Basics, LLC<br> Bg@bbasicsllc.com<br> 760-945-5596 </p> <p class="MsoPlainText">Value stream mapping example<br> ==========================================<br> <br> A SPECIAL MB&BP SUBSCRIBER ONLY OFFER<br> <br> Last year, we offered our subscribers a "Get Lean or <br> Leaner Package." This package combined our Kaizen <br> Based Lean Manufacturing e-Tutorial with a special <br> "Value Stream Mapping" Training Module. <br> <br> As a MB&BP subscriber, you can still obtain the "Get <br> Lean or Leaner Package" at a savings of $258.00 (40%)<br> To check out this special offer, GO TO:<br> <br> http://bbasicsllc.com/splpkg.htm<br> <br> Remember, it's time to get serious about getting lean <br> or leaner. Don't wait until outsourcing catches up to <br> you. You have a great opportunity to get the jump on <br> your competition, gain market share and preserve jobs <br> if you get lean or leaner ... now!<br> <br> ==========================================<br> <br> VALUE STREAM MAPPING<br> "If it's broke... fix it!" <br> <br> <br> The term value stream refers to all the activities <br> your organization must do to design, produce, sell and <br> deliver its products or services to customers. There <br> are often several value streams operating within a <br> company; value streams can also involve more than one <br> company.<br> <br> Value Stream Mapping is used to analyze a process and <br> to identify any waste contained within it. The <br> production of a Value Stream Map will provide a clear <br> picture of where the waste in a particular process is <br> located and where your efforts should be targeted <br> first. Value stream mapping can be applied to all <br> areas of the value chain not just on the factory floor, <br> and is very useful for identifying opportunities for <br> improving lead time and productivity in both the <br> physical product and information flows.<br> <br> THE VALUE STREAM MAP<br> <br> A value stream map uses simple graphics to show the <br> sequence and movement of information, materials, and <br> action in your company's value stream. Value stream <br> mapping helps employees understand how the separate <br> parts of their company's value stream combine to <br> create products or services.<br> <br> Owners of the processes under examination should <br> produce the Value Stream Map. Willing operators should <br> be assembled into a Kaizen Team who should first carry <br> out the mapping process and then devise ways to remove <br> the waste identified from the process. Assistance <br> should be given to the team as and when required.<br> <br> Value stream mapping is the first step your company <br> should take in creating an overall lean-initiative <br> plan. A lean initiative should begin with agreement <br> among employees on the current state of your <br> organization. Developing a visual map of the value <br> stream allows everyone to fully understand and agree <br> on how value is produced and where waste occurs.<br> <br> VALUE STREAM MAPPING BENEFITS<br> <br> Creating a value stream map also provides the following <br> benefits:<br> <br> * Identifies activities and information that impacts <br> the lead-time of your value stream.<br> * Improves the decision-making process of all work <br> teams by helping team members to understand and <br> accept your company's current practices and future <br> plans.<br> * Creates a common language and understanding among <br> employees through the use of standard value stream <br> mapping symbols.<br> * Provides a way for employees to easily identify and <br> eliminate areas of waste.<br> <br> LEAN INITIATIVE MAPPING TOOLS<br> <br> The map for a lean initiative success consists of the <br> work processes your organization uses to create and <br> transport goods and services to its customers, whether <br> those customers are inside the organization (as in <br> another department, division, site, etc.) or outside <br> the business (someone who purchases or uses your <br> organization's products and services). <br> <br> Thus, the map you use for a lean initiative must focus <br> on the work processes that make up your organization.<br> Value stream mapping should employ three tools that <br> help make work visible: relationship maps, cross-<br> functional process maps, and flowcharts.<br> <br> RELATIONSHIP MAPS show the customer-supplier <br> relationships or linkages that exist between parts of <br> an organization. Though they are most often used to <br> show the big-picture view that portrays how the major <br> function of the business interact with one another, <br> you can draw a relationship map for any level of the <br> organization.<br> <br> CROSS-FUNCTIONAL PROCESS MAPS show how an organization's <br> major work processes cut across several functions. <br> This type of map reveals what goes on inside the black <br> box of the organization's functions, and shows the <br> sequence of steps that make up the work process, as well <br> as the inputs and outputs associated with each process <br> step. You can draw a cross functional process map for <br> any level of the organization as will.<br> <br> FLOWCHARTS are perhaps the best-known tool for <br> illustrating work processes. Flowcharting has long been <br> used to define, document, and analyze processes, <br> particularly at the most detailed level---that of the <br> individual performing the work, or to develop procedures <br> for accomplishing a specific job responsibility.<br> Other Applications<br> <br> Maps and flowcharts can be used to show how you want <br> work to be done in your organization. By examining a <br> map of current process performance in light of <br> customer requirements and data on sources of Customer <br> perceived value, you can draw a different picture to<br> help you illustrate the pathways you will create to <br> provide value to your customers. Thus maps are also <br> important prerequisites to successful organization <br> design, process reengineering, or benchmarking projects. </p> <p class="MsoPlainText">Value stream mapping example<br> <br> ==========================================<br> <br> A SPECIAL MB&BP SUBSCRIBER ONLY OFFER<br> <br> Last year, we offered our subscribers a "Get Lean or <br> Leaner Package." This package combined our Kaizen <br> Based Lean Manufacturing e-Tutorial with a special <br> "Value Stream Mapping" Training Module. <br> <br> As a MB&BP subscriber, you can still obtain the "Get <br> Lean or Leaner Package" at a savings of $258.00 (40%)<br> To check out this special offer, GO TO:<br> <br> http://bbasicsllc.com/splpkg.htm<br> <br> Remember, it's time to get serious about getting lean <br> or leaner. Don't wait until outsourcing catches up to <br> you. You have a great opportunity to get the jump on <br> your competition, gain market share and preserve jobs <br> if you get lean or leaner ... now!<br> <br> ==========================================<br> <br> You are welcomed to print and share this bulletin with <br> your manufacturing teams, peers and upper management ... <br> better yet, have them signup for their own copy at:<br> <br> http://bbasicsllc.com/subscribe.htm<br> <br> With the escalating spam-wars, it's also a good idea <br> to WHITELIST our bulletin mailing domain via your <br> filtering software or control panel: <br> <br> cknsubscribers@getresponse.com<br> <br> This will help guarantee that your bulletin is never <br> deleted unexpectedly.<br> <br> ==========================================<br> <br> Business Basics, LLC<br> 6003 Dassia Way, Oceanside, CA 92056<br> West Coast: 760-945-5596<br> <br> Manufacturing Knowledge you'll not find at offsite <br> seminars nor in the books at Amazon.com<br> <br> Lean Manufacturing - Balanced Scorecard <br> ISO 9000:2000 - Strategic Planning - Supply Chain <br> Management - MRP Vs Lean Exercises - Kaizen Blitz <br> Lean Six Sigma - Value Stream Mapping<br> <br> All at one Website: http://bbasicsllc.com<br> <br> ========================================== </p> <hr size="5" color="#0000FF"> <p align="center" style="margin-left: 22"><font face="Arial"> <b><font size="3" color="#FF0000">STAY CONNECTED</font></b></font></p> <p align="left" style="margin-left: 22; margin-right: 11"><font face="Arial" size="2"><font color="#000000">To stay current on bullet-proofed manufacturing solutions, subscribe to our </font><font color="#FF0000"><b>free</b></font><font color="#000000"> ezine, "The Business Basics and Best Practices Bulletin." 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