Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA

122 Pages·1999·23.05 MB·English

by  Mike Rother

Learning

to See

value stream mapping
to add value and
eliminate muda

Mike Rother
John Shook

foreword by James Womack, Dan Jones | ~—
KEY QUESTIONS FOR FUTURE-STATE DESIGN

1. What is the takt time?

2. Will you build to a finished goods supermarket,
or directly to shipping?

. Where can you use continuous flow processing?
Where will you need to use supermarket pull

systems to control production of upstream
processes?

. At what single point in the production chain
(the “pacemaker process”) will you schedule
production?

. How will you level the production mix at the
pacemaker process?

. What increment of work will you consistently
release and take away at the pacemaker process?

What process improvements will be necessary
for the value stream to flow as your future:
state design specifies?
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LEARNING TO SEE

VALUE STREAM MAPPING TO CREATE VALUE
AND ELIMINATE MUDA

BY MIKE ROTHER AND JOHN SHOOK
FOREWORD BY JIM WOMACK AND DAN JONES

(LEAN TOOL KIT METHOD AND WORKBOOK

‘THE LEAN ENTERPRISE INSTITUTE
BROOKLINE, MASSACHUSETTS, USA
WWW.LEAN.ORG

VERSION 1.2
JUNE 1999
Whenever there is a product for a customer,
there is a value stream.
The challenge lies in seeing it.

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FOREWORD

iy Jim Wamaek nl Dan Joes

When we sche Lom Taking dhe Pall 196 we une weers wo “st dai a Une pi
1 Taichi Oh, With more han 100,000 copies sold fin Enaidh and wich a steady steam af
ermal foses phe all eters ane praonal ns frm meas belli x dei iewements,

swe know hae manyof you have noweaken aur snl Obnstv adc

However we ba
formation process we descrite in Chapter 11 of Leas hii. They have done a zo job with Stens
(One chrough Thee!

Jo heconte aware that most readers have deviated frum the step-by-step tans

Find a change agen (how abou: you?)

ivan Soeige Wein wine Cami eave a el oy)

5, Seize (orereate a ess co mata 088 your firm

‘Bat then they hac jumped o Step Five

5. Pick something inportne and ze stared removing waste quickly to suriseyusself

‘sith how much you ean accomplish ina very shor perio,
{ort oceronted Sep Fawr is actually the most eiical:

4 Map the entie value stresm foal of your proce fies
fortunately, we have found that very few of our readers hav flowed aur acevo conde this

ice step wi
find companies rushing heaiong tu massive mu ciination avis — Riven offenives ar

rs before diving ia the eis of vats elimination. Inseam 00 many canes we

omeinaous imoravement bles, These well intentioned exersnes fix one small art ofthe value
srrean foreach poner al alec law more smothly th tae roe af the seen, Bi
thea te wl Fie comes mal inthe swam of venti nd detours aca of he nex dor
stream step ‘The nee rest cost svings renehing the ott Tine. no sesice and quality
improvements for te customer, no benefits for che supplier, limited sustuinabilty asthe wasteful
erm ok Waeirfle ies sien Sn uel the elie ofr value Sater al cea.

Tipe he a
10 be followed by “beteneck eliminacion” offensive (bse on che Theory of Constants) oa Sic
Sign initio (aimed athe moar sie quiry pean acing afm), ofr these prov he

offensive wih is disappointing rests becomes aneher bandana ga, 5000

se tes ote vines over mod smo Uo ite at, wl Fi us ine ie wide.
“Thesefore, ste frst “too he” project ofthe Lean Rategpis astute, we fee an urgent nee
orice lean thinkers the mose mporent tl they wil nec a ake sustainable progess in -he wat
‘usin saudi the valve steam map. Inthe pages abead Mike Rother and John Shook explain hw
1 eeace& map for each of your valu stream lsh tow Las ap ean teach you, Sour managers
engineer, production ascites, shet les, supplies andl eustomers to see vaue, to derentite
sale fom waste, and gee rid ofthe waste,

Kaizcefints au Kn manufatuting technique, are mos eectve when applied sree hy
“within the cintext of building lean sale stream. "Phe vse seam mep permis vou to dents

very paces in the la, pl them ou rem the bucksround ete” of the erasizatin, and bud
Tea tol you should use exery ie you make

4am entre value stueatn securing lean princi

‘hanges within a value steam,

As in al of our toa kit projets, we have alld ona team with wide avery of paca ad research
tsperience, Mike Rehr sie Tyan, has wovked wick many rtanuficeutes to inte len pre

shusion Rows, and teaches ache University of Mhz, Joe Stok spent over ten sears wth the
“Toyota Moot Compecacan, rush a teachin spies co before also joining the University of
Michigan Togethoe the posses formilanle bay wFkronledve and experince — 2 painfully con

uted ning curve — which they ape now sharing wih you

We hope readers of Lea Taking and pavcipans inthe activities of the Lean Enterprise Insite
‘vill se he manning tool inet and widely. Ard re hope you wil ll us haw to impove ie
Because our ovn mitch towaed perfestion everends, we need ts hear sbaut yeursuteeses and

‘ven re inpovtant, about the azure ot sour diiculbes

So again, “Jot do i!” but now-at the level of che value stream, product fay by produ mils —
beginning insife your eompuny and dhe expanding beyond, Then tll us about your expeienc> 50
sve an share yout achievements with the entire Lean nerwerk

Jiay Womack § Dan Jones
Bicokline, Masachwsetss, USA and Lule Buch, Hesefo, UX
"Tet [phone]; Fins [phone]

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CONTENTS
Foreword by Jim Womack & Dan Jones
Introduction

Part |: Getting Started
What is Value Stream Mapping?
Material and Informacion: Flow
Selecting a Produce Mamily
‘The Value Stream Manager
Using the Mapping Tool

Part Il; The Current-State Map
Drawing the Current-Stare Map
Your Tara

What Makes a Value Stream Lean?
‘Overproduction
Characteristics of a Lean Value Steam

Part IV; The Future-State Map
Drewing the Fucure-State Map
Your Tarn

Part V: Achieving the Future State
Breaking Implementation Into Steps
“Vhe Value Scream Plan
Value S:ream Improvement is Management's Jub

Conclusion
About the Authors
Appendix A: Mapping Icons (also inside back cover)

‘Appendix B: Current-State Map For TWI Industries
‘Appendix C: Future-State Map For TWI Industries
INTRODUCTION

We have discovered an amazing thing. While 6o many of us have been screeching our heads
trying to Figure out why the soa 1 lean has been rookies than it should be, ital yet simple
tool that can help us mae real progress toward deeoming lean has been right under our noses

(One of us, Mike, hal long seancicd fo a means to tle together lean concepts and
techniques, which seemed more dispacate than they should be, as he worked on many
plane floor implemersation efforts, Mike noticed che mapping method while studing
lioyor’s lean implementation practices. He realized mapping hud potentil fir beyond its

usual usage, formalized the trl, and built atetining method around ie chat has proved

extauiinarily successful

The ether of us, John, has Known abou the “tool” for over ten years, but aever thought
oF tas imporcane in its own right, As Joha worked with Tavora, mepping was almost an
iterchought—a simple means of communication used by individuals whe learu eit eal
‘dough hands-on experience.

Av Toyota the methid —ealled “Value Stream Mapping” ia this worshoox —is known
4s “Material and Information Flow Mapping” Itisn't used asa iraiing method, of a5
means ta "Learn to See.” Ic is used by Tuyata Productica System pracrtioners to depict
teuteae and furure, or “ideal” states in the process of developing implementation plans

10 install lean systems. At"Tayata, while the pluase “value stream” i rarely heard, inficite

ttension is given to establishing flow, eliminating waite, and adding value. Toyota people
learn about chee Novis in manufacuring; the flows of material, intormatian, and peopley

process, The Vale Srream Mapping method presented here covets the fist ne
Hows, and is based! on the Material and Inforsacion Flow Maps used by Toyota

these

Like many othess ins

ae years, we were struging to find ways co help manaieturers
think of flow instead oF diserete production processes and to implement lean ssstems

Instead of solated process improvements. We seugeled to help manufacturers make lasting,

systematic improvements that would nor only remove wastes, but also the sourtes of the
"wastes yo tat they wou! never come beck, Por those who simply give the mapping tool a
tny, we have been pleased ro see how =xeeptionally elective che tool has proved tobe in
focusing attention on Pow and helping them to we Now we presear it ta you.

Mike Rotter and John Shock
Ann Athos, Michigan,
May 1998
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