1 / 37

LeanSigma ® Facilitator Training

LeanSigma ® Facilitator Training. Module 6 – Identify the Value Stream. Topics. Value stream definition . . . . . . . . . . . . . . . . . . . . . . . . . 3 Value stream maps . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

waseem
Download Presentation

LeanSigma ® Facilitator Training

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. LeanSigma® Facilitator Training Module 6 – Identify the Value Stream

  2. Topics Value stream definition . . . . . . . . . . . . . . . . . . . . . . . . . 3 Value stream maps . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 SIPOC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Process Hierarchy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Swim lanes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Time studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Spaghetti Diagrams . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

  3. Lean Sigma has six steps to optimize processes. Show perceptions video

  4. The value stream is simply the process we use to deliver value to our customers. The result or output (Y) is a function of the inputs (x). Process or Transformation f(x) Previous process inputs: x’s Output: Y = f(x) Process Inputs: x’s • A process is a series of activities that transform a set of inputs into a specific set of outputs. Everything we do is a process. (e.g. planning a vacation, building a report, paying taxes) • Process Equation: Y = f(x)

  5. Lean Sigma defines successful processes from the customer’s perspective. • A LeanSigma® Process delivers: • What the customer needs and wants • In the place they want • At the exact time they want it • While using the minimum resources – people, equipment, space, technology, materials, etc. To understand customers’ expectations about process results, we must view our processes the same way the customer views them. Visualizing the process is especially important for a service business like IMS where much of the work is electronic.

  6. LeanSigma® has several tools to depict how value is delivered today and how it can be delivered in the future. Value Stream Map SIPOC Process Hierarchy Swim lane Spaghetti Diagram

  7. What is a Value Stream? • All actions--both value-creating and wasteful--are present to bring a service from customer request to delivery: • Starts and ends with customer • Series of business processes linked together • Frequently shown with key information such as number of employees, cycle time, etc.

  8. Customer View of the Value Stream B A C Credit Card Processing Embossing Our Traditional View View The Process the Same As the Customer Does Value Streams show the end-to-end process, not a functional view. “Whenever there is a product or service for a customer, there is a value stream. The challenge lies in seeing it.” Value Stream vs. Traditional View

  9. Value Stream Maps help us see waste and opportunity. • A Value Stream is the set of all actions (both value added and non-value added) that brings a specific product or service from initiation through to the customer. • What to Look for • Process Flows • Material Flows • Information Flows • Time • Waste

  10. Value Stream Example – Insurance

  11. Value Stream Map Symbols

  12. Bridging Document key process information in the data box. Ex. Create data blocks for appropriate processes Collect data through observations and research

  13. Why Value Stream Mapping? Value stream maps are used in opportunity assessments to diagnose potential problems. As a result of the opportunity assessment, you may identify you need kaizens, projects, etc. It helps you visualize the process flow. Mapping helps you see the sources of waste. It forms the basis of an implementation plan by helping you diagnose areas to review further. Value stream maps become the blueprint for improvement. More useful than quantitative tools alone

  14. Simple guidelines will help you build a value stream map. Create macro level flow of the process including incoming supplies, customer requests and outbound products showing key functions and high-level activities Connect with arrows Add key details to the data box for each key process step such as the information flow, number of employees, cost, inventory, cycle time, etc. Calculate end-to-end cycle time and wait times between steps Diagnose potential problems and opportunities to investigate further using the information clouds Create a list of actions to pursue the observations in #5

  15. Clouds on the value stream map show problems/ opportunities. Outdated technology is causing delays 65% of all cycle time is in one step 20% of FTEs not trained properly 32% of inputs from 3rd party require rework • When identifying opportunities, concentrate on the 4 M’s • Man • Machine • Material • Method

  16. Building a value stream map - Insurance Steps 1 – 2 Step 5 Inventory build-up Step 3 High wait time Little value add 25% defects High CT variation Step 4

  17. LeanSigma® has several tools to depict how value is delivered today and how it can be delivered in the future. Value Stream Map SIPOC Process Hierarchy Swim lane Spaghetti Diagram

  18. SIPOC maps depict the 5 – 9 high-level activities in any process. • The acronym stands for:Suppliers, Inputs, Process, Outputs and Customers • SIPOCs are very effective process maps: • To provide context and let everyone agree to high-level steps before you do more detailed mapping. • To make sure you’re aware of who to engage in discussions about the process • To create a checklist of what comes in to a process and what needs to come out • To understand what data you may need to collect to understand the process better

  19. SIPOC gives context to further process mapping. Suppliers Inputs Process Outputs Customers External Clients Calc. Analyst MMA See Below Raw Data Invoice Membership list Contract Client Data Formulary Calc data Reports • Clients • Third Parties The suggested order to fill in the table is P-O-C-I-S Receive Data Check-in data Screen Data Validate Perform QA

  20. LeanSigma® has several tools to depict how value is delivered today and can be delivered in the future. Value Stream Map SIPOC Process Hierarchy Swim lane Spaghetti Diagram

  21. Process hierarchies list high-level processes and one more level of process decomposition. Like the SIPOC, the process hierarchy shows the top 5 – 9 major activities in any process. In addition, it shows 5 – 9 sub-activities under each of the major activities. These maps can show much activity on one page. For example, 90% of IMS’ activities are captured in 6 or 7 process hierarchy maps. We map financials and TSP tracking to these maps. Limitation: They don’t show who is doing the activities.

  22. IMS has several standard process hierarchy maps.

  23. LeanSigma® has several tools to depict how value is delivered today and how it can be delivered in the future. Value Stream Map SIPOC Process Hierarchy Swim lane Spaghetti Diagram

  24. Swim lanes are the most powerful of the process mapping tools. Each player in the process has a unique “lane” in the map. Activities are at a detailed level where re-engineering discussions can occur. The “TIM WOOD” wastes such as delays, over-processing, transportation, etc. become very visible. People building a swim lane map together begin to have a common understanding of the process and its issues. All kaizen events use swim lanes.

  25. Mail Room Process Bring cages Start into mailroom Mail Courier Unload bins from cages Put envelopes Slice thin & in trays & pull small envelopes out label sheets in machine Sort the thicks w/ machine count Sorter from the thins & the smalls Count thick envelopes, then put envelopes label sheets & on shelf stack in trays Open thick envelopes manually . Extract claims & sort by Pick up tray Put claims in trays by claim type Mail Extractor claim type from shelf, return to desk Extract claims from Thin envelopes & sort by claim type Lead Pick up trays & place on cart QC each tray take trays to input prep End Swim lane example Value Add Non-Value Add No Yes OK?

  26. Swim lanes use standard symbols. Issue Symbols Flow Chart Symbols D 30 min Delays Trigger – causes a process to begin Result Decision point Activity – always in verb-noun format (Receive data, validate opportunity) Loopbacks yes Hand offs no Data Stored information

  27. A few guidelines will help you build a good map. Clarify scope (process start and end) before you begin List roles in lanes by order of appearance Map at a level of detail necessary to uncover the issues – don’t bundle steps together Use verb – noun language for clarity (e.g. Open envelope, Reformat data, etc.) Don’t use previous maps – the value of building the map is creating common understanding (and the old map is probably outdated) Be patient – it will take time to find the “right” level of detail Keep everyone engaged Let the participants build the map – intervene if the meaning is unclear or they have difficulty

  28. Dramatic improvements are common in the future state. Future State Process 24 Steps 5 Handoffs 2 Loopbacks 8 Value-added steps Current State Process 47 Steps 11 Handoffs 5 Loopbacks 11 Value-added steps

  29. Adding time estimates to your map will measure improvement. D = 5-20 hrs D = 2-25 hrs Pick up tray from shelf, return to desk • Open thick envelopes • Extract claims & sort • Put claims in tray by type • Put trays on cart • QC each tray Place envelopes & count data in trays on shelf Deliver trays to input prep Bring in mail, sort envelopes Slice thin envelopes in machine Count thick envelopes, label, stack

  30. IMS often uses ranges and estimates for cycle time due to process variation. • Have multiple people compile estimates • Ask people to validate estimates later • Classify similar work into categories to make estimates Example: Client Query Resolution: • Resolve a simple query = 5 min. • Resolve a moderate query = 2 days • Resolve a complex query = 10 days • It is sometimes helpful to group a subset(s) of tasks and estimate cycle time for the task grouping rather than for each individual task. • Estimate cycle time for one unit of work only (one report, one query, etc.)

  31. In some cases, stop watch observations can add precision to estimates. Goal: Understand the lowest repeatable time to determine expected cycle time (effort to complete work) Use a Time observation form to gain understanding of how long a process and its steps take to complete Observe the operation Identify task elements and enteron the Time observation form Time the process and calculateelement times and cycle time

  32. Time Observations Form Example

  33. Process: Observer: Date: Step Operation Task 1 2 3 4 5 6 7 8 9 10 11 12 Remarks # Element Time Stand Up From 08 53 38 23 13 54 42 29 17 7’02 51 1 7 Chair 8 7 8 7 9 6 7 7 8 8 9 18 1’04 48 34 23 4’06 53 40 27 13 8’01 2 Walk to Easel 10 10 11 10 11 10 12 11 11 10 11 10 Pick Up Marker 20 06 51 37 25 09 55 43 29 16 04 3 3 Element Times & Remove Cap 2 2 3 3 2 3 2 3 2 3 3 30 15 2’01 48 34 M 5’05 53 38 27 15 4 Write on Board 10 10 9 10 11 9 10 10 9 11 11 Replace Cap & 33 18 05 51 37 23 09 56 41 31 18 Missed Observation 5 3 Put Down Marker 3 3 4 3 3 4 3 3 4 3 Walk Back to 43 27 14 3’01 46 32 19 6’06 52 40 28 6 9 Chair 10 9 9 10 9 9 10 10 11 9 10 46 30 16 04 48 35 22 09 54 42 31 Lowest Repeatable 7 Sit Down 2 3 3 2 3 2 3 3 3 2 2 3 Lowest repeatable 44 44 46 46 48 – 47 47 45 48 49 44 Time for 1 Cycle cycle time Time Observation Form Example

  34. LeanSigma® has several tools to depict how value is delivered today and how it can be delivered in the future. Value Stream Map SIPOC Process Hierarchy Swim lane Spaghetti Diagram

  35. Table Table Table Table Table Spaghetti maps show the physical flow of work in an office or between office locations. • Step • Cages into mail room • Unload bins • Sort thicks from thins • Slice thins in machine then place in tray, count & label thicks • Put all on shelf • Get mail to extract • Open thicks by hand & sort claims • Extract thins & sort claims • Put claims in trays • Put trays on cart • Check trays • Take trays to input • Problems • 4. Sometimes machine does not slice envelope fully open; sometimes not labeled • 7. Claims not always sorted correctly • 8. Claims not always sorted correctly

  36. Spaghetti maps make flow and waste visible. Shows material flow Shows associate flow Aids in identifying wasteful activities by viewing it from the basis of physical layout Shows what is actually happening versus what people think happens Familiarizes everyone with the process Particularly helpful for physical flows or system flows

  37. Back to EZ Money… • Let’s create a SIPOC together for EZ Money. • Then, create a Swim lane diagram for EZ Money in your Round 2 teams. • Identify the value add (VA), business non-value added (BNVA) and Non value added (NVA) steps in the process map. • Fill out a table with information for your current state:

More Related