Basic Mapping and Analysis
Lean Six Sigma
Fundamental Skills &
Knowledge
Basic Mapping
Process Step Value Add Analysis
LSS e-Learning
Curriculum under License from
Lean Six Sigma Australasia
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamental Skills and Knowledge
Key Objectives

Learn basic mapping as a critical skill to eliminating waste in an
existing process

Become familiar with Lean Six Sigma mapping practices and
terminology

Develop basic skills with “value stream maps” (VSM) to analyse
the process from the process participant’s and the customer’s
perspective

Learn different approaches to value stream mapping and their
features to enhance team engagement

Learn how value analysis and other data gathering techniques
can enhance discovery

Be familiar with the development of data rich VSM
1
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
DMAIC Funnel Concept
“Many prioritized projects in hopper”
Next Project Selected
Define
Charter prepared and validated
“What is happening?”
Project Baseline Measured
Y = f(x)
Measure
“Find Potential Root
Causes”
Root Causes
Identified
and Verified
Analyse
“Generate the
solution?”
Improve
Improvements
Piloted
and Measured
“Sustain the gains”
Control
Self-sustaining
Institutionalise
Process
Lean Six Sigma DMAIC Milestone Map
1
7
4
Develop Project
Charter
2
Collect &
Translate Voice
of the
Customer
3
13
10
Narrow
Potential
Causes (Xs)
Value Stream
Mapping
5
8
Data Collection
and Integrity
Validate Critical
Causes (Xs)
6
9
Develop Potential
Solutions
Plan & Execute
Full Scale
Implementation
14
11
Optimise
Best
Solution
Monitor, Control
& Transition
Process
15
12
Create High
Level Process
Map (SIPOC)
Compare
Process
Performance
Capture
Quick-Win
Opportunities
Plan &
Execute
Pilot
Validate
Benefits &
Close Project
Define
Milestone
Review
Measure
Milestone
Review
Analyse
Milestone
Review
Improve
Milestone
Review
Control
Milestone
Review
2
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
What is Value Stream Mapping?

Collects data on the flow of a single family of products

Map current state flow with






value add and non value add activities and costs
time elements
Rework loops and other ‘hidden’ wastes
WIP and inventory buildups and movements
Workforce allocation
Map future state flow with
non value add activities and costs removed
 fast, stable and flexible capabilities identified

The Importance of
Value Stream Mapping
Understand strategic business objectives…

Create High-Level Value Stream Map

Used by
Management Team
and Productivity
Champions to help
identify opportunity
areas and projects.
Include High-Level Business processes and High-Level Metrics

Collect additional metrics if warranted

Analyse gaps to business strategy and voice of the customer

Decide on areas to focus improvement efforts

Create improvement project charters

Strategically prioritize and assign projects to project practitioners
Understand individual processes in detail…

Accurately and Precisely DEFINE where the problem is located

MEASURE the problem and track on the Value Stream Mapping

Analyse the problem and focus on root causes

Identify and prioritize IMPROVE tools and implement

CONTROL the solution and sustain the results!
Used by the BB/GB
during the DMAIC
project.
Process and Value Stream Mapping is the one of the most
effective measure tools in our Lean Six Sigma toolbox!
3
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Who Uses Process
and Value Stream Maps?
Value Stream Maps are used at the business (strategic) level for
opportunity and project identification by management teams
and deployment champions.
 Maps at this level are owned by the business unit leaders
(management teams, productivity champions).
 At the project (tactical) level, process and value stream maps
are used by Black Belt/Green Belt improvement teams to
identify and visualize the improvement opportunities, and as an
effective communication mechanism to all levels of the
company.
 Maps at this level are created and initially owned by
improvement teams and transitioned to process owners
during the DMAIC Control Phase.

Problem Definition and
Value Stream Mapping

The first step in creating a value stream map is to have a
well-defined “problem statement”

this will visualize the basis of building your investigation
clarifying focus on the area of concern
 help identify appropriate team members
 provide the scope and boundaries to the investigation


define improvement focus, for example is it quality, cost or time
based?

covered in more detail later in the Project Charter unit of the
syllabus
The sponsoring organization must ultimately define the
issue, then the project team can refine the problem
statement using lateral thinking tools
4
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Basic Mapping
Compare Process to Value Stream
Maps?
LSS e-Learning
Curriculum under License from
Lean Six Sigma Australasia
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamental Skills and Knowledge
What is a Process Flow Map?


A graphical representation of a process flow identifying the steps of the
process, and potentially also the “x’s” and “y’s” of the process steps
Provides ability to visualize the process, and can help to identify opportunities
for improvement
Cut Part
Part Loaded
Load
Part
S, N, wrenches
S, N, Part
S, N, Fixture holder
Part Clamped
Clamp
Part
Cycle started
Start
Cycle
S, N, Clamps
S, Pump control (manual)
S, N, Part
S, Machine controls (semi)
S, N, Fixture Holder S, Start cycle button
Process Outputs
(little y’s)
Used Electrolyte
Used ECM machine
Used Electrode
Monitor and
Adjust settings
S, Voltage gage
S, Pressure gage
Cutting
C, N, Electrode (design)
C, N, Insulator
S, N, Contact Points
S, N, Part
C, Voltage
C, Electro Pressure
C, N, Electrolyte
C, E Temp
C, Feed rate
Process Inputs
(little x’s)
Existence of Arcing
Monitor for
arcing problems
S, Vision
S, Amp Gage
S, Machine
Fixture &
electrode in
upright position
Backing out to
Rear Limit
A traditional process flow map is restricted
by the amount of information it can display
5
S, Full depth
S, Machine
Completed Part
Empty machine
Unload Part
S, N, Fixture
Holder
S, N, Wrench
S, N, Part
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
What makes a Value Stream Map “Value”

VSM converts a process flow map into a rich process map of pertinent data
Part Loaded
Part Clamped
Load
Part
Cycle started
Clamp
Part
S, N, wrenches
S, N, Part
S, N, Fixture holder
Cut Part
Used Electrolyte
Used ECM machine
Used Electrode
Start
Cycle
Monitor and
Adjust settings
S, Voltage gage
S, Pressure gage
Cutting
S, N, Clamps
S, Pump control (manual)
S, N, Part
S, Machine controls (semi)
S, N, Fixture Holder S, Start cycle button
Existence of Arcing
C, N, Electrode (design)
C, N, Insulator
S, N, Contact Points
S, N, Part
C, Voltage
C, Electro Pressure
C, N, Electrolyte
C, E Temp
C, Feed rate
VSM extends the usefulness of process maps
by adding more data (beyond y’s and x’s) such
as: material and information flow; operating
parameters; process and lead times
Monitor for
arcing problems
S, Vision
S, Amp Gage
S, Machine
Fixture &
electrode in
upright position
Completed Part
Empty machine
Backing out to
Rear Limit
Unload Part
S, N, Fixture
Holder
S, N, Wrench
S, N, Part
S, Full depth
S, Machine
A traditional “Tactical”
Value Stream Mapping Example
Forecast, 6 Month, Fax
PURCHASING
MACHINING
& ASSEMBLY
CUSTOMER
SERVICE
MRP
MRP
MRP
Forecast, 90/60/30 Day, Fax
SUPPLIER
1/Week
Order, Weekly (5-day), Fax
Order, Daily, Fax
Customer
20,000 pcs/mo
Module=100
Work Orders, Daily Release, Paper
Receiving/Warehouse
1, 1x8 hr shift
x= X-Purc Parts
P/T = 80 Sec
C/O = 2 Min
Uptime 95%
Batch Size 500
2/Day
y= Raw Casting
I
I
100 pcs
I
100 pcs
100 pcs
Raw castings
Daily schedule
Machine 1
1, 1x8 hr
shift
y=machined part
I
1000 pcs
Machine 1d material
Daily schedule
Machine 2
1, 1x8 hr
shift
y=machined part
Forgings, bolts, nuts, washers
Daily schedule
I
5000 pcs
Assembly 1
1, 1x8 hr
shift
y=assy 1
I
100 pcs
Assy 1, o-ring, bearing, snap ring
Daily schedule
Assembly 2
1, 1x8 hr
I
shift
200 pcs
y=assy 2
Assy 2
Daily schedule
Distribution
1, 1x8 hr
shift
y=shipped order
x=X-Raw Casting
C-Daily schedule
X-Machine 1 material
C-Daily schedule
X-Machined part, bolts, nuts,
washer, C-Daily schedule
X-Assy 1, O-ring, bearing,
snap ring, C-Daily schedule
X-Assy 2, X-Packaging
C-Daily schedule
P/T = 30 Sec
C/O = 30 Min
Uptime 95%
Batch Size 100
P/T = 45 Sec
C/O = 60 Min
Uptime 80%
Batch Size 100
P/T = 60 Sec
C/O = 5 Min
Uptime 95%
Batch Size 100
P/T = 50 Sec
C/O = 10 Min
Uptime 95%
Batch Size 100
P/T = 90 Sec
C/O = 10 Min
Uptime 95%
Batch Size 100
80 sec + 1.8 hours 30 sec
20 sec
23.7 hours
45 sec
35 sec
92.1 hours
60 sec
50 sec
6
1.6 hours
50 sec
40 sec
3 hours
90 sec
PLT=124 hrs
P/T= 145 sec
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Highlight Organisational Hand-Offs
Customer*
“Swim Lane” Value Stream Map
2.
Engineering
1
Start
540 mins
5
I
1.
2
6.
30 mins
Tooling
120 mins
9.
30 mins
5
I
420 mins
3.
50 mins
3
I
400 mins
7.
450 mins
Production
10
120 mins
4.
I
450 mins
10
no
8.
5 mins
180 mins
2
I
11.
200 mins
Field Service
Stop
10.
70 mins
2
10
I
12.
yes
12 mins
4 mins
11 mins
5
I
5.
80 mins
Process Time
Wait Time
30
200
80
120
180
5
30
450
4
540
420
120
12
50
PT
110 min/
order
WIP
150
FTE
8
PT
1300 min/
order
WIP
600
FTE
10
PT
32 min/
order
WIP
200
FTE
34
PT
80 min/
order
WIP
25
FTE
5
450
11
Total 22 hrs
400
70
Total 31 hrs
High-Level and Low-Level Process Views


High-Level View

depicts the major elements and their interactions

should show the role of feedback and information flow

typically used as a diagnostic tool by management to identify project
opportunities
Low-Level View

each high level process has sub-processes which have
micro-processes (see the Top-Down Flow Chart Model).

our goal is to go to the level necessary to address the root cause of the
problem(s) and to assure ownership is clear

our goal is not to describe or review the entire process (or system) at this
level but to get to a point of focus

typically used at the project level by improvement teams to measure a
process and identify improvement ideas
7
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Data Analysis and
High and Low-Level Value Stream Mapping

High-Level Value Stream Mapping Should Describe:

Major functions/activities
Process Boundaries (i.e., top level vs. detail)
 Process outputs “big Y’s”
Y = f ( X1, X2, …, Xn )
 Process inputs “big X’s”


Low-Level Value Stream Mapping Should Describe:
Sub- and (if necessary) micro-processes
 Process Boundaries (detail)
 Process step outputs “little y’s”

Process step inputs “little x’s”
 Operating specs of little x’s

y = f ( x1, x2, …, xn )
We will focus on basic Low-Level Value Stream Mapping
8
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Basic Mapping
Vertical Scoping
LSS e-Learning
Curriculum under License from
Lean Six Sigma Australasia
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamental Skills and Knowledge
Vertical Scoping
Top Down Flow Chart Model


A “Top Down Flow Chart” is meant to provide FOCUS by selectively
expanding from the highest level down to the level where the root
cause is located.

Use the Start and Finish points of the process from the Problem Statement
and SIPOC chart (covered in detail in the Project Charter unit).

Define 6 to 12 high level activities between the Start and Finish.

Expand the SINGLE high level activity most likely to contain the root cause
into 6 to 12 medium level activities.

Expand again (and again!) until the level of the cause(s) of the problem is
reached.
The purpose of the Top-Down Chart is to determine the correct level of
the process to Value Stream Map. It is a vertical scope of the process

It is critical for a organization to focus improvement resources on to
prioritized areas that are going to have the greatest return.
9
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Visualize the
Top-Down Flow Chart
The Process
The Sub-Process
Focus...
Focus...
FOCUS...
The Micro-Process
Second Law of Lean Six Sigma: The Law of Focus
Example:
Top-Down Flow Chart in Manufacturing
Start
Foundry
Motor
Distribution
Pump
Stop
Fab
Potential problem
at this level
Machine
Paint
Prep
Housing
Install
Armature
10
Assembly
Install
Shaft
Test
Press
Bearings
Grease
Fittings
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Top-Down Flow Chart
Swim Lane” Flow Chart Option
Use for large, complex processes when:

Multiple hand-offs between departments/functions are involved,
including outside the company.

Sequence and time of operations is important (as in lead time
reduction).

Can show information and product flows if needed.

Uniquely adds the time horizon to the flow of information.
The Swim Lane Flow Chart is still a Top-Down Flow Chart

It is a vertical look at the process

It should have about 6-12 steps at each level

It should expand again (and again) until the level of the
cause of the problem is reached
Example layout:
Field Service
Production
Tooling
Engineering
Customer*
“Swim Lane” Flow Chart
2.
Start
Stop
10.
1.
6.
3.
9.
7.
11.
no
4.
8.
1.
5.
2.
3.
yes
12.
As you build the map identify the Hand-Offs.
Remember to put the customer at the top.
Map from left to right do not back track to
maintain a sense of time
11
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Basic Mapping
Horizontal Scoping &
VSM Characteristics
LSS e-Learning
Curriculum under License from
Lean Six Sigma Australasia
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamental Skills and Knowledge
Horizontal Scoping
Determine Product/Process Family

If there are many different products that flow through the process, it
may be necessary to “scope” the focus of the map through a
Product/Process family assessment – this is a horizontal look at the
process.

Choose the product/process family that has the greatest impact on the
Customer Outputs, and the Business Requirements.


Choose a family with common flow.

Choose a family with high volume and cost.

Choose a family based on customer industry, or other product
segmentation.

Choose the family that is most impacting customer service.
If a product/process family is not readily apparent (such as in a job
shop environment), use a product/process matrix to identify a family.
12
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Product/Process Matrix

Products and Process Matrix example

Create a matrix of products and processes (equipment) through which they
pass.

Include demand and cost/price data based upon actual customer demand
(extended cost = standard cost * annual demand)

Reference routers if necessary but ensure they are verified and not
assumed to be accurate.

Group similar products together and choose the product group to value
stream map based on the second law of focus for extended cost – “Biggest
bang for the buck”
PRODUCTS
Extended
Cost
$40k
$50k
$30k
$10k
$10k
$5k
$15k
Receiving Stamping
x
x
x
x
x
x
x
x
x
x
x
x
A
B
C
D
E
F
G
Drill
x
x
x
x
x
Mill
x
x
x
PROCESSES
Grind
Drill
x
x
x
x
x
x
x
Press
x
x
x
Paint
x
x
x
Cure
x
x
x
x
x
Pack
x
x
x
x
x
x
x
Product/Process Families
and the Pareto Chart
Another way to look at the Product/Process Matrix is through a Pareto
Chart:
$60k
100%
$45k
75%
$30k
50%
$15k
25%
0%
$0k
Product
B
Product
A
Product
C
Product
G
Product
D
Product
E
% Total Cumulative Extended
Cost
Extended Cost Pareto
Extended Cost

Product
F
Choose products A,B,&C if cost
reduction is a critical focus
13
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Low-Level
Value Stream Mapping Steps
Step 1: Create a SIPOC Chart
Step 2: Map the Current State with a “Top Down” Flow Chart
Step 3: Determine Product/Process Family to Value Stream Map
Step 4: Draw the Process Flow Map
Step 5: Add the Material Flow
Not covered in this
introductory module
Step 6: Add the Information Flow
Step 7: Add Process Data Collection boxes
Step 8: Add Process and Lead Time data
Step 9: Verify Current State Map
Characterize the Inputs
Noise, SOP, Controllable or Critical

Noise Inputs (N): Input variables (X’s) that impact the output

Standard Operating Procedures (SOP/ S): A standard

Controllable Inputs (C): X’s that can be changed to see the effect

Critical Inputs (X): X’s that have been statistically shown to have a
variables (Y’s) but are difficult, impossible or we choose not to control.
Example: Environmental variables such as humidity, temperature
SOP
procedure for running the process
on Y’s. Examples are knobs, levers, dials, triggers
Critical
major impact on the variability of the Y’s
Machine 2
Assy 2
I
Assy 1
Insert Pin
y: Flush w/ surface
x’s: X-Press Force,
C-Material
I
I
Assy 1
I
Assem. Pistons
y’s: Screw position adj.,
Greased O-ring
x’s: S-Assy Technique,
C-Amount of Grease,
C-Material
14
Assy 1
Assem. Covers
y’s: Gasket in Place,
Ring in Groove
x’s: S-Assy Technique,
C-Snap Ring,
C-Insertion,
C-Material,
I
Test
X Critical
N Noise
S SOP
C Controllable
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Mark the Value Steps
Three Categories of Process Value
Business Non-Value Add
(BNVA/BVA) Questions
Customer Value Add
(CVA) Questions




Does the task add form,
feature, or function to the
product or service?
Does the task enable a
competitive advantage
(reduced price, faster delivery,
fewer defects)?
Would the customer be willing
to pay extra or prefer us over
the competition if he or she
knew we were doing this task?





Does this task reduce owner
financial risk?
Does this task support financial
reporting requirements?
Would the process of
producing/selling the product
break down if this task were
removed?
Is this task required by law or
regulation?
Typical BNVA Activities:
Typical CVA Activities:

Molding




Order picking
 Stamping/Fabricating


Non-Value Add
(NVA) Questions


Assembling

Painting

CVA




If the customer knew we were
doing this, would they request
that we eliminate the activity
so we could lower our prices?
Does the task fit into either of
the other two categories?
Can I eliminate or reduce this
activity?
Typical NVA Activities:

Transporting/Moving
Inventory/Stocking/Storing

All Rework Loops

Inspecting

Counting


Handling
Signoffs

Waiting

Order Entry/Processing
Purchasing
Product Sustaining/ Development
Sales/Marketing
Regulatory reporting
Internal Financial Reporting
Customer Required Inspection
NVA
BNVA
Value Add Time Defined
In traditional manufacturing,
customer value added lead
time is a small percentage of
total lead time, and is scattered
throughout the process.
Raw
Materials
Time
Finished
Goods
CVA
NVA
Typically, companies
concentrate on decreasing the
10% of customer value added
lead time rather than attacking
the 90% of non-value added
lead time.
Lean Six Sigma
practitioners understand
that significant
improvement can be
realized by attacking nonvalue add as well as value
add activities.
90%
10%
Time
Lean Six Sigma
concentrate on Both NVA
and VA Activities
Traditional
Improvement Activities
Concentrate Here
Customer Value Added Time
Non-Value Added Time
15
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Value Add vs. Non-Value Add

Significant reduction in lead time and batch size can be realized by attacking
both CVA, BNVA, and NVA activities in the process
but… it often takes less effort to accomplish a 10% reduction in NVA time than
to accomplish a corresponding reduction in CVA time
CVA
NVA
90%
10%
Time
Lean Six Sigma
concentrate on Both NVA
and VA Activities
Traditional
Improvement Activities
Concentrate Here
Customer Value Added Time
Non-Value Added Time
Effect of Non-Value Add Time Reduction

If we decrease Setup time/unit by 10%:
BA
Setup A
4 hours
Process A
.01 hours
BB
Setup B
4 hours
Process B
.01 hours
CTI = 8.0 A hours + .02 B hours

The time between part runs (Cycle Time Interval) is
decreased and therefore batch size can be
decreased leading to greater flexibility
BA
Setup A
3.6 hours
Process A
.01A hours
BB
Setup B
3.6 hours
Process B
.01B hours
A 10% reduction in
NVA time results in
a significant overall
Cycle Time Interval
reduction
CTI = 7.2 A hours + .02 B hours
16
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Effect of Value Add Time Reduction

If we decrease processing time/unit by 10%:
BA
Setup A
4 hours
Process A
.01 hours
BB
Setup B
4 hours
Process B
.01 hours
CTI = 8.0 A hours + .02 B hours

The time between part runs (Cycle Time
Interval) is insignificant and therefore batch
size can not be decreased.
BA
Setup A
4 hours
Process A
.009B hours
BB
Setup B
4 hours
Process B
.009B hours
A 10% reduction in
VA time results in
much smaller
overall Cycle Time
Interval reduction
CTI = 8.0 A hours + .018 B hours
We will discuss Cycle Time Interval (CTI), Workstation
Turnover Time (WTT) and Batch Sizing in later Modules
17
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Lean Six Sigma
Fundamental Skills &
Knowledge
Basic Mapping
Process Step Value Add Analysis
LSS e-Learning
Curriculum under License from
Lean Six Sigma Australasia
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamental Skills and Knowledge
Process Step Simplification

To identify practical improvements in a process is the
practise of taking the time to ask the right questions in a
team environment and analyse the answers.

The questioning sequence:
I.
The Purpose
II.
The Place
III.
The Sequence
IV.
The Person
V.
The Means
CVA
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BNVA
NVA
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
The Sequence
The questioning sequence used follows a well-established
pattern which examines:
I.
The Purpose for which the activities are undertaken,
II.
The Place at which the activities are undertaken,
III.
The Sequence in which the activities are undertaken,
IV.
The Person by whom the activities are undertaken, and
V.
The Means by which the activities are undertaken with a view to:

Eliminating,

Combining,

Rearranging, and/or

Simplifying.
Value Analysis

The Questions:
I.
The Purpose




II.







Who does it?
Why does that person do it?
(in order to know if steps can be
combined or re-sequenced)

Where is it done?
Why is it done there?
Where else might ids be done?
Where should it be done?

V.
Who else might do it?
Who should do it?
The Means


How is it done?
Why is it done that way?
(in order to simplify operation)
The Sequence

The Person

The Place

III.
IV.
What is done?
Why is it done?
What else might be done?
What should be done?
When is it done?
Why is it done then?


How else might it be done?
Hoe should it be done?
When might it be done?
When should it be done?
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91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Identify Areas of Waste: All Waste Is an Item
for Removal from the Cost of the Company

Review the Seven Sources of Waste
1. Transportation (moving material/product from one place to another)
2. Inventory (material/product/information waiting to be processed)
3. Motion (excess movement and/or poor ergonomics)
4. Waiting (delays caused by shortages, approvals, downtime)
5. Over production (producing more than is needed)
6. Over processing (adding more value than the customer is paying for)
7. Defects/Rework (doing the same job/task more than once)


Remembered using the acronym T.I.M.W.O.O.D.

Another kind of waste is: People (untapped and/or misused resources)
Brainstorm improvement ideas focused on reducing waste to meet the
strategic goals of the business

Without sacrificing other areas!
NVA
Add Process and Lead Time Data
to a VSM

Draw a timeline under the process boxes and inventory to add process
lead time and processing time along the critical path.

If possible, separate Processing Time into Customer Value Add time
versus Business Non-Value Add and Non-Value Add time

Sample Process and Value Add Time Data:
Total Process Time - includes CVA,
BVA and all NVA Time on Top
8 hours
10 min
5 min
16 hours
5 min
5 min
16 hours
2 min
1 day
3 min
40 hours Process Lead Time = 80.33 hours
Value Add Time = 9 min
Customer Value Add (CVA)
Processing Time on Bottom
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91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Verify the Current State Map

Perform Peer Review with non-team members who know
the process

Review process both internally and “at its edges” (the
interfaces and/or boundaries).

Revisit the line/process to verify current state.

Ensure that all rework loops are captured.
Apply Lean Principles
1. Synchronize Production with Customer Demand
(Produce to the Takt time)
2. Identify and Get Rid of Non-Value Added Activities
3. Develop Continuous Flow Wherever Possible
4. Use “Supermarkets” and WIP Caps to Control Production Where
Continuous Flow Is Not Possible
5. Manage Only One Process (the Time Trap operation)
6. Level the Production Mix and Volume
7. Reduce Changeover Times, Downtime, Defects
8. Reduce Batch Sizes
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91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
Mapping Analysis Checked Against the
Strategic Goals of the Business

When improving a value stream, consider the strategic goals of the business to
help identify improvement focus areas:

Reduce Working Capital

Inventory (raw material, work in process, finished goods)
Accounts Receivables

Capital outlays

Floor space


Increase Capacity

Reduce Cost









Manufacturing Overhead
Direct Labor
Indirect Labor
Selling, General, and Administrative
Improve Flexibility
Reduce Lead Time
Improve Quality/Yield
Improve Customer Satisfaction
Other?
Key Learning

An basic introduction to Process and Value Stream Mapping

Valued for describing the current situation and establishing
requirements

Identifying the Value categories uncovers opportunities for
continuous improvement actions

Process and Value Stream Maps are the single MOST important
deliverable for the Measure Phase.

It is important to match the tool used (the type of Map) to the
need – there may even be multiple Map types used in one
project

Mapping should capture flow of product/services as well as data
and information.
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91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals
Basic Mapping and Analysis
LSS eLearning
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Lean Six Sigma Australasia
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamental Skills and Knowledge
23
91558NSW Graduate Certificate in Lean Six Sigma
Unit 7001A Apply Lean Six Sigma Fundamentals