Lean Value Stream Mapping Guidance Presentation

Value Stream Mapping gives an overview of the whole value stream in a structured way. The mapping identifies the flow and the amount of waste in the value stream. Based on this information a new future state is drawn.

The second Lean principle

Value Stream Mapping is the second principle in Lean Thinking.

Read about Lean Thinking >

First it should be defined whether a product (product family) meets the required value defined by the customers.

Read about the 1st principle in Lean Thinking >

Then the value stream - all activities used to deliver the value to the customers - is mapped using the "Value Stream Mapping" tool.

The mapping

The mapping includes all processes and related data, planning, sales, variation in sales, waste, inventories etc.

The mapping is carried out by the production management, foremen, production technicians, maintenance people and operators together.

In the first mapping only the internal processes are included. But later also external processes should be involved including customers and suppliers.

Current State and Future State

First the current state is mapped and based on the new knowledge a future state is drawn.

The objectives in all Future States:

  • To create better flow in the value stream.
  • To minimize/eliminate waste in the value stream.

Read about the types of waste in Lean >

Download a guidance on Value Stream Mapping

Contents of the 55 slides:

  • A definition of value streams.
  • Mapping planning.
  • The participants.
  • A detailed step by step guide.
  • Good advice.
  • Related Lean tools.


Detailed information on Value Stream Mapping

Detailed information

This page contains detailed information for customers of the guidance to Value Stream Mapping. But others are of course also welcome to read the page.

Please contact FlexInfoNet if you have bought the guidance to Value Stream Mapping and miss specific information on this page.

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Detailed information

Choose subject below:

5S - System and order >

Co = Changeover time >

Ct = Cycle time >

Flow >

Information flow (paper) >

Information flow (IT) >

Kanban stock >

MRP stock >

Muda (waste) >


Changeover time = Co >

Up = Uptime >

SMED - Reduction of changeover time >

Waste (Muda) >

Takt time >

Push >

Pull >
5S - System and order

5S is a tool to create system and order in a company. At the same time, 5S expresses the attitude in an organization towards structure and system. If 5S cannot be implemented successfully, it will be difficult to implement other Lean tools.

With 5S, the work places, the floor, racks etc. are clearly marked. Every tool or part should have a "home". All other tools and parts are removed from the work place.

5S stands for:

Sort: Sort workplace into "in use", "sometimes in use" and "not in use".
Set in order: Systematize items.
Shine: Procedure for cleanliness.
Standardize: Procedure for how to leave the workplace.
Sustain: Ingraining into culture.

Download a presentation of 5S and 5S audit tools >

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Co = Changeover time

Go to "Changeover time" >

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Ct = Cycle time

The time it takes from one good part to the next good part.

When measuring the cycle time, one should not include machine stops, quality problems etc. Stops are included in uptime.

Go to "Uptime" >

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Flow is about making products, people and information flow as smoothly as possible.

In a traditional process layout there are many points of inventory and a lot of transportation and handling. This layout also demands more control, more planning and coordination, and adds no value!

Flow is the most powerful Lean tool to minimize waste! But it is difficult to implement flow, as processes become dependent on each other. Without flow, unstable processes are handled using inventory, overtime work etc. With flow, all processes must be stable, using OEE, SMED, 5S etc.

Download a presentation on flow >

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Paper-based information

Paper-based information includes printed order papers from planning to the processes.

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Computer-based information

Computer-based information includes all kinds of information given on a computer. This can be email, EDI-orders etc. Faxes are considered paper.

Normally, planning in a manufacturing environment is seldom handled using IT. If the detailed planning is done on boards in the production, this is considered IT (provided paper is not used).

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Kanban stock control

Kanban means "signal". The principle is that the customer sends a signal to the supplier, when he has depleted a certain part. When the supplier receives the signal, he sends a new portion of the ordered part to the customer.
Please note that it is always better to create flow between two units than using Kanban!

Kanban is a very effective, visible, and systematic tool to manage products in a supply chain.

The signals can be cards, empty boxes, orders from a MRP-system etc.

Using Kanban, no orders are produced unless there is a signal = pull from the customer.

Download Kanban spreadsheet tool >

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MRP controlled inventory

An inventory controlled by MRP is controlled using IT software. I.e. IT software calculates when and how much to order, based on historical data.

Hundreds of MRP systems are available. The best-known are SAP, Navision, Movex, Mapaz etc.

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The Japanese word for waste.

Lean focuses on minimizing waste.

The 8 types of waste are:

1. Overproduction
2. Transportation
3. Waiting time
4. Over processing
5. Inventory
6. Rework
7. Motion
8. Unexploited knowledge

Read more about Muda >

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OEE is an abbreviation for "Overall Equipment Efficiency".

OEE is used to measure the utilization of machines. OEE gives the overall utilization and shows the loss factors in detail.

In this way, the potential for improvements is very visible. It is not only visible on which machines to focus, but also how the capacity is increased on the machines.

In typical manufacturing companies the machine utilization at bottlenecks is often below 50%!

Normally this can be raised to at least 80%. This means that the overall capacity can be improved by 60% - without major investments!

Read more about OEE >

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Changeover time

Changeover time is the time from one order to the next order measured on a "normal changeover".

The time is measured from the last good part in one order to the first good part in the next order.

The term "Changeover time" is often used in Lean. The reason is that changeover time has a great influence on the implementation of flow. Long changeover times often mean inflexible production, large batches, large inventory, complexity in planning etc.

The tool to reduce changeover time is SMED.

Go to "SMED" >

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Up = Up time

Go to "OEE" >

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SMED is a tool to reduce changeover times on machines and other resources in a production.

SMED is an abbreviation for "Single Minute Exchange of Dies".

Read more about SMED >

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Go to "Muda" >

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Takt time

Takt time in Lean means the frequency with which products should be produced in order to fulfill the demand from the customers.

Takt time is calculated based on the demand from the customers. If the yearly demand is 3,200 units and the production runs one shift, i.e. 1,600 hours a year, the takt time is 30 minutes.

Takt time is also called the company pulse.

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Push means that the production in planned based on forecasts. Products are "pushed" through the production.

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Pull is about starting activities based on customer demand instead of push, based on forecasts.

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