Evaluation Using Value Stream Mapping

In order to properly evaluate an organization for lean manufacturing Six Sigma implementation, it is important to get a sense of how the processes work together. Value Stream Mapping can be a significant tool in developing this overview. Rather than focus on an individual aspect of the production process, VSM follows the entire path from raw materials to delivery to the customer. In addition, VSM may be used to design a desired manufacturing process once initial information is gathered.

Benefits of Value Stream Mapping

  • Mapping enables examination of production from a 'big picture' perspective rather than focusing on individual processes.
  • Mapping identifies waste in the manufacturing process, as well as its source.
  • Mapping shows the relationship between information flow and production processes within an organization.
  • Mapping provides the information required for lean manufacturing Six Sigma transformation without convoluting the task with unnecessary data.
  • Mapping provides a common platform from which to discuss manufacturing issues.
  • Mapping clarifies production decisions.
  • Mapping provides a basis for a plan of implementation.

Mapping an Organizational Value Stream

A value stream involves all actions required to create and deliver a product to an end user. These actions include both physical processes as well as exchange of information. Depending upon an organization's environment, the VSM could illustrate either a production (from materials to finished product) or design (from concept to product launch) flow. It is equally as effective in either case.

The first stage of the mapping process requires an examination of your production path from suppliers to your customer. This information is gathered on the production floor and follows the flow through the floor. Every process and information exchange involved is then visually mapped out to show the flow as it moves from one stage to the next. Mapping processes within this context makes it possible to identify bottlenecks and inefficiencies.

Evaluation of the current state blueprint is then used as a springboard for developing a desired production path towards which the organization can then work. This goal reduces non-productive processes, variation and waste from the production process; a concept critical in the lean manufacturing Six Sigma transformation.

With the desired production path mapped out, the final step is the creation of an implementation plan. This is an outline of what is needed to move from the current state to the future state. Specific deficiencies in the current state are identified, and corrective measures are quantified. This information is critical to the successful implementation of lean manufacturing Six Sigma change.