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Value Stream Mapping A Laboratory Tool

Value Stream Mapping A Laboratory Tool. Laurie Peterson-Wright Colorado Department of Public Health and Environment Laboratory Services Division. What is VSM?. Follow a product’s production path from beginning to end.

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Value Stream Mapping A Laboratory Tool

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  1. Value Stream MappingA Laboratory Tool Laurie Peterson-Wright Colorado Department of Public Health and Environment Laboratory Services Division

  2. What is VSM? Follow a product’s production path from beginning to end. A visual representation of every process in the material and information flow.

  3. What VSM is not • Time Management • Prioritization • Workspace Organization

  4. Benefits of VSM • Create Value • Eliminate Waste • Reduce Lead Time • Reduce Total Costs

  5. Why? • Meet the customers’ demand for a quality product at the time they need it and for a price they are willing to pay. • Create agile and efficient business processes • Manage total costs and ROI.

  6. How? • Improve Quality • Understand customer expectation and requirements • Review process • Problem-solving • Performance Metrics

  7. How? • Eliminate Waste • Overproduction • Waiting • Transport • Extra Processing • Inventory • Motion • Defects

  8. How? • Reduce Lead Time • Cycle Time • Batch Delay • Process Delay

  9. Current State • Highlights the connections among activities and information • Employees understand entire value stream not just a single function • Improve the decision-making process • Easily identify areas of waste

  10. Current State

  11. 12 steps • Order initiation • Order receipt • Sample kit preparation • Sample receipt • Accessioning • Temporary sample storage • Worklist generation

  12. 12 steps continued • Sample preparation • Sample analysis • Data validation • Data interpretation • Reporting

  13. Lead Time Chart

  14. Value • Value added activities • Anything the customer is willing to pay for • Anything that changes the form fit or function of the sample • Non-value added activities • Defects • Excess processing

  15. Identifying value

  16. Analysis • 239 hours spent on non-value added activities! • Only 13 hours were value added!

  17. Future State

  18. Analysis • 36 opportunities for improvement • Prioritized based on implementation time, customer centeredness, improved turnaround time, error reduction, efficiency, safety, work balance and cost.

  19. Improvements • Reducing analytical batch sizes and increasing the frequency of analyses • Middleware to interface instrumentation with the LIMS • Staggering shifts • Cross training analysts for reporting • Automation of manual analyses

  20. Turnaround Time

  21. Conclusion • Hard work (who wants to be non-value added?) • Diminishing returns sometimes “better beats best” • Strong management support • Willingness to change

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