V l St M i V l St M i Value Stream Mapping

Value Stream Mapping 

© 2007, Woodside Quality Solutions

What Will We Cover 

What is Value 

What is A Value Stream 

Identifying i Waste 

Mapping the Value Stream; “Learning to 

See” 

VSM at the Process Level: Process 

Analysis 


What is “Value” 

Value = Delta between 

Raw Material and Sold 

Product 

What the customer 

pays for 


What is “Value” 

Value = Delta between 

Raw Material and Sold 

Product 

What the customer 

pays for 


First Pass/Final Yield 

Rework 

30 pieces go 

to rework 

Machining 

100 pieces 

produced 

d 

Inspection 

10 pieces 

scrapped 

Scrap 

60 pieces are 

“good” 

Final 

Inspection 

Final Inspection 

records 90 

“good” units 

First Pass Yield = 60% 

Final Yield = 90 % 

So, how many pieces do we have to produce to make $200 

© V-21 

2007, Woodside Quality Solutions

Value: Who Cares 

b 

Loyalty 

a 

c 

Satisfaction 


Shewhart - Three Types of 

Quality 

1. That quality which characterizes a thing 

itself independent of all other things and 

of human volition and interest. 

t 

2. That quality which characterizes a thing A in its 

relation to another thing B as a part of a whole and 

independent of human volition and interest. 

3. That quality which makes a thing wantable by some 

one or more persons. 

Any of these can represent value; only type three 

represents the customer’s idea of value! 

© I-97 


Kano Model 

Customer 

Satisfied 

Attractive 

One-Dimensional 

Product 

Dysfunctional 

Indifferent 

Must-Be 

Product Fully 

Functional 

Reverse 

© 2007, Woodside Quality Solutions 

Customer 

Dissatisfied 

8

Creating Value: The 

Systems Approach 



Properties of A System 

The essential properties p of a system 

taken as a whole derive from the 

interactions of its parts, not their 

actions taken separately. Therefore, 

when a system is taken apart it loses 

its essential properties. Because of 

this — and this is the critical point — 

a system is a whole that cannot be 

understood by analysis. 

- Russell Ackoff

One “Systems” View 

Top 

Management 

Middle 

Management 

Lower 

Management 

Supervisors, 

and so forth 

An 1840s innovation for companies: the basic hierarchical structure of business enterprise. 

The Visible Hand, Alfred D. Chandler, Jr. 


The System 

A 

A∩B 

B 

A∩B∩C 

A∩B∩D 

A∩C 

A∩B∩C∩D 

B∩D 

A∩C∩D 

B∩C∩D 

C 

C∩D 

D 


Going Horizontal – The Process 

Functions Drive 

Organization 

View 

Sales and Marketing 

Informatio on Systems 

Opera ations 

Fina ance 

Customer 

Processes Identified But 

Functions Still Prevail 

Sale es and Marketi ing 

Info ormation System ms 

Operations 

Finance 

Customer 

Processes Drive 

Organization 

New Product Development 

Customer Support 

Customer 

Planning 


Process View of the 

Organization as a System 

STAKEHOLDERS 

Setting 

Direction 

Seeking Future 

Opportunities 

Reviewing 

Organizational 

Performance 

Deploying 

Policy 

SUPPLIER ERS 

Sales 

LEADERSHIP PROCESSES 

Relationship 

Management 

Portfolio 

Management 

VALUE STREAM PROCESSES 

Payment 

CUSTOME ERS 

Hiring New 

People 

Network 

Administration 

Payroll 

Benefits 

Management 

SUPPORT OR ENABLING PROCESSES 


Production 

Control 

Daily Order 

20 

20 

20 

OXOX 

Value Stream 

Mapping – 

Learning to See 

the Whole 

20 

Weld & Assy 

L 

R 

Shipping 

Staging 

2x Daily 


Rother & 

Shook 


Value Stream Mapping – 

Concepts 

Value Stream Mapping as a Lean tool 

Value Stream Map – big picture of the flow of 

value through a value stream process. 

Primary purpose: channeling the flow 

Mapping begins door-to 

to-door door, includes customer 

and supplier 

Map both information o and material a flow 

Value Stream Manager 

Current and Future-State Mapping 


Systems, Processes and the Lean 

Enterprise 

Toyota Production System, or more generically, Lean 

Manufacturing 

The primary thrust of Lean is a relentless elimination of 

all waste from the system. 

The seeds of lean manufacturing were sewn in 1937 

• Taiichi Ohno, manager at the weaving plant of Toyoda Spinning 

and Weaving 

• Heard that t a German worker produced d three times as much as a 

Japanese worker, and an American worker produced three times 

as much as a German worker 

• Was surprised that one American worker could do as much as 

nine Japanese workers. 

• Realized that the only explanation must be Japanese processes 

wasting something. If they could reduce that waste, productivity 

should rise by a factor of at least nine. . He began a relentless 

pursuit of that waste. 


General Lean Principles 

Workplace Safety, Order and 

Cleanliness (5S) 

Just-in 

in-Time (JIT) Production 

Six Sigma Quality 

Empowered Teams 

Visual Management 

Pursuit of Perfection 

--Lean Transformation, , Hoisington et al. 


Eight 

Wastes 

Eight Wastes Manufacturing Processes Transactional Processes 

Overproduction Building WIP, batching, excessive 

safety stock, lack of balance 

Reports not read, data generated 

and not used 

Waiting 

Materials or finished goods sitting 

anywhere; distribution centers; 

people waiting for decisions 

i 

Documents in “in-baskets;” 

waiting for documents to arrive or 

decisions i to be made; computer 

crashes 

Transport 

Movement of materials or finished Movement of paper documents 

goods; long supply lines 

Overprocessing Rework, “gold-plating,” audits, Checking and rechecking 

inspections 

documents, reprinting documents 

after every error is found, printing 

electronic documents 

Inventories WIP, excessive safety stock, cars Documents in out-baskets, emails 

sitting on dealer lots, materials printed and filed, hard drives full 

sitting in distribution centers of data never used, unused 

resources (including people) 

Wasted Movement 

Production of 

Defectives 

Intellect 

Rework, wasted steps taken in a 

process 

Making mistakes or producing 

materials out of specification 

Electronic docs returned for 

changes more efficiently made in 

real-time by the auditor, twice 

touching a document, document 

corrections, wasted steps taken in a 

process, returned mail 

Spelling errors, address errors, 

spell-checking errors, amount 

errors 

Using unqualified people on jobs requiring qualification; using qualified 

or certified people on jobs not requiring certification 


Lean Actions 

Identify Value – what is value, and who defines it It is 

vital to understand d what value we produce, from the 

customer’s point of view. 

Map the value stream – which processes produce the 

value We need to identify, end-to 

to-end, those process 

steps that contribute to value, and understand each 

step’s contribution to that value 

Channel the Value Stream – many value streams 

meander like an old river, slowly moving the water 

downstream. 

• Lean demands that we channel this stream, make it a straight, 

uninterrupted flow from supplier to customer with no stops or 

detours on the journey. Product flows in single pieces, rather 

than batches, eliminating or minimizing Work in Process 

inventory (WIP). 


Identifying the Value Stream 

Value Streams should be constructed for 

each major product or process 

Value Stream analysis looks at each 

process step in terms of these criteria: 

• It adds value as perceived by the customer 

• It adds no value, but is required by the 

process 

• It adds no value, and can be eliminated 


Value Stream Mapping - 

Definitions 

Cycle Time: time to cycle through a step; the time 

between one part coming off to the next part coming off 

Changeover Time: time to change a setup 

EPE (every part every___); production batch size 

measured in time…how frequently a process changes 

over to produce all part variations. Goal: at least “every 

part every day. 

” 

Takt time: production “beat” synchronized to customer 

demand; Available work time (sec)/customer demand 

rate 

Lead time: time one piece to move all the way through 

the value stream 


Steps for documenting the value 

stream mapping 

Perform a walk through of the process, recording 

each step. 

Start from the shipping dock and work back 

through the process to the receiving dock. 

Make a note of machine times, cycle times, 

operators, changeover times, WIP, available 

time, scrap rate, machine reliability, etc. 

Record current status on 11 x 17 inch wide 

paper. 

Planning: Develop a future state map. 


Define Product Family 

Map one product family. 

Product family: a group of products that 

pass through similar processing steps and 

over common equipment. 

AV Value Stream Manager should ldb 

be 

identified for each product family 


Current State Map 

Start with a quick orientation of process routes 

Personally follow the material and information flows 

Map the process with a backward flow, from shipping 

dock to the beginning 

g 

Collect the data personally, do not trust the engineering 

standard times 

Map the whole stream 

Create a pencil drawing of the value stream 

Some of the typical process data includes: cycle time 

(CT), changeover time (COT), uptime (UT), number of 

operators, pack size, working time (minus breaks, in 

seconds), WIP, and scrap rate. An analysis of the 

current status can provide the amount of lead and value- 

added time. 


Future State Map 

Questions to ask when developing a future state map 

are: 

• What is the required takt time 

• Do manufactured items move directly to shipping 

• Are items sent to a finished goods supermarket for 

customer pull 

• Is continuous flow processing applicable 

• Where is the pacemaker process (This process controls 

the tempo of the value stream.) 

• Can the process be leveled 

• What is the increment of work to be released for kanban 

use 

• What process improvements can be used: changeover, 

machine uptime, kaizen events, SMED 


Some Value Stream Mapping 

Symbols 

OXOX 

Load Leveling 

I 

Inventory 

Text 

Manufacturing Process 

500 Pieces 

1 Day 

Outside Sources 

Text 

Truck Shipment 


Some Value Stream Mapping 

Symbols 

Kanban Post 

Production 

Kanban 

Kanban Arriving 

In Batches 

Withdrawal 

Kanban 

Finished Goods to 

Customer 

PUSH movement 


Value Stream Mapping Symbols 

(cont’d) 

Manual Info Flow 

Electronic Info Flow 

Safety Stock 

C/T = 30 Sec 

C/O= 15 Min 

Data Box 

Supermarket 

Text 

Kaizen Opportunity 

Operator 


Polymeric 

55-Gal. Drums 

of Pellets 

Every 

other 

week 

I 

Coils 

8 Days 

Weekly 

E-mail 

Laser Weld 

1 

Redi-Coil 

Steel 

Wire/Stamped 

Electrodes 

I 

Every 

other 

week 

2-month 

forecast 

Weekly 

E-mail 

2-month 

forecast 

Production 

Control 

MRP System 

Weekly Schedule 

Daily 

Order 

30/60/90-day 

forecasts 

Current State 

Map 

Stampings 

8 Days Shipping 

Schedule 

Surgistikits 

26,400 pcs/mo. 

20 parts per Tray. 

2 Shifts 

Every 

other 

day 

C/T = 47 Sec 

C/O= N/A 

Uptime: 97% 

25,200 Sec avail. 

I 

Pellets 

10 Days 

Jacket Mold 

Sleeve Extr. 

Assembly 

1 I 

1 

I 

1 

I 

1 

532 Pieces 

428 Pieces 

512 Pieces 

potting 

I 

120 Pieces 

1 

Curing 

I 

611 Pieces 

Shipping 

8 Days 

C/T = 16 Sec 

C/O= 12 Min 

Uptime = 92% 

25,200 Sec avail. 

47 Seconds 

1.3 Days 

C/T = 14 Sec 

C/O= 15 Min 

Uptime = 90% 

25,200 sec avail 

EPE= 2 Days 

5 Seconds 


1.05 Days 

C/T = 61 Sec 

C/O= N/A 

Uptime = 100% 

25,200 sec avail. 

61 Seconds 

1.28 Days 

C/T = 26 Sec 

C/O= 3 Min 

Uptime = 95% 

25,200 sec avail. 

26 Seconds 

.3 Days 

C/T = 5400 Secs 

C/O= 0 

Uptime = 100% 

Capacity: 100 

5400 Secs 

1.5 Days 

Production 

= 13.46 Days 

Lead Time 

Processing 

= 5539 Secs 

Time

Considerations for Future State 

Map 

Takt Time = 25200 sec/400 units = 63 sec/unit 

Kaizen events combined Molding, Extrusion and 

Laser Welding ops into one cell with two 

operators 

Kaizen combined potting and assembly in one 

cell, two operators 

Characterized and re-configured oven to hold 10 

trays of 20. Add one/Remove one every 21 

minutes. Changed effective ect e cycle time from 5400 

secs to 1260 seconds/batch. 

Went to Kanban scheduling 


Polymeric 

Bins 

of Pellets 

Daily 

Run 

Daily 

E-mail 

Redi-Coil 

Steel 

Wire/Stamped 

Electrodes 

Daily 

Run 

2-month 

forecast 

Daily 

E-mail 

2-month 

forecast 

Production 

Control 

Daily 

Order 

Future State 

Map 

Daily 

Order 

20 

20 

20 

30/60/90-day 

forecasts 

Surgistikits 

26,400 pcs/mo. 

20 parts per Tray. 

2 Shifts 

2x 

daily 

20 

Wire/ 

Stamped 

Electrodes 

(at the welder) 

Mold Extrude & 

Weld 

1 

Assembly and 

Potting 

20 

20 

1 tray every 

21 mins. 

Curing 

20 

Shipping 

Staging 

Pellets 

(in the mold 

hopper) 

1 Day 

Takt = 63 Sec 

C/T= 61 Sec 

C/O = 2 min 

Uptime = 97% 

63 Seconds 


1.05 Minutes 

Takt = 63 Sec 

C/T= 59 Sec 

C/O = 3 min 

Uptime = 96% 

59 Seconds 

21 Mins 

C/T = 5400 Secs 

C/O= 0 

Uptime = 100% 

Capacity: 10 Trays 

of 20 parts each 

5400 Secs 

1 tray every 

21 mins. 

.5 Days 

Production 

= 1.62 Days 

Lead Time 

Processing 

= 5522 Secs 

Time

Process Analysis 

Channeling the Value Stream at 

the Process Level 


High Level Process Maps 

(SIPOC Diagram) 

Identifies and displays the major activities, 

boundaries, and customers of the process 

being addressed by the project 

A process is: 

• A logical l series of related transactions ti that 

t 

converts inputs to results or outputs. 

A process map (flowchart) is: 

• A visual display, using common symbols and 

format, of a process. 

© 80 


Process Maps: 

Enable people to gain a common visual understanding of 

how work gets done. 

Provide an objective perspective of how work really gets 

done. 

Identify rework loops and redundancies. 

Provide insight into bottlenecks, cycle times, waste, and 

other non-value added activities. 

Reveal inconsistencies between work teams. 

Help identify when and where to collect data. 

Enable both broad and deep level of understanding of 

the process through flexibility in depicting level of detail. 

Are extremely useful as training and orientation tools. 

© 80 


Levels of a Process 

Business 

Process 

(“Strategic”) 

Business 

Development 

Business 

Processes 

Sales Underwriting Contracting Customer Service 

SIPOC Terms Docs Neg Close 

S 

Underwriters 

C 

(ext.) Customers 

(int.) Cust. Service Dept. 

Detailed 

Subprocess 

Map 

Tasks 

Procedures 

© 82 


Symbols Used in Flowcharting 

Activity 

Decision 

Unknown 

Document 

Start/Stop 

Symbol Guidance: 

Connector 

• Activity - A step or task within the process. 

• Decision - A question that signals alternative paths in the 

process. 

• Unknown - An unknown or unclear step in the process. 

• Document - Paperwork that t is generated in the process. 

• Start/Stop - Begins and ends a discrete process 

• Connection – Used to connect paths between pages in a 

flowchart. This symbol is sometimes used in integrated 

flowcharting to indicate information shared between process 

players. 

© 87 


Suppliers Inputs Process Outputs Customers 

ACME Foundries Blanks Basketized Parts Grinding Operation 

Obtain Bearing Race 

Receiving 

Baskets 

Blanks 

Detailed 

SIPOC 

SIPOC 

Interior 

Parts Handlers Basketized Parts Blanks with IDs Ground Exterior Diameter Op 

Grind Interior 

Ace Industrial Machines Grinders Grinder Mud Waste Removal 

Diameters 

Dent Chemical Coolant 

Core Carborundum Wheels 

Diameter Op Blanks with IDs Ground Blanks with ODs Ground Heat-Treat 

Ace Industrial Machines Grinders Grind Outer Diameters Grinder Mud Waste Removal 

Dent Chemical Coolant 

Core Carborundum Wheels 

Outer Diameter Op Ground Races Heat-Treated Races Washing Operation 

ConMach 

Heat-Treat Oven 

Heat-Treat 

CitiGas 

Propane 

Heat-Treat t Heat-Treated t Races Finished i Races Assembly Parts 

Ace Industrial Machines Washer 

Wash 

Handlers 

Dent Chemical Cleaning Solutions 

Washing Operation Finished Races Parts slotted to Assemblers 

Bearings Production Finished Bearings Obtain Bearings 

Assembly 

Parts Handlers Races Finished Assemblies Testing 

Bearings Assemble Scrap Salvage Dept 

Petrochem United Grease 

© 90 

2007, Woodside Quality Solutions 

Assembly Dept Finished Assemblies Tested Assemblies Shipping Dept 

Giant Gage Co Test Equipment Test 

Consolidated Auto 

Rejected Assemblies Salvage Dept

Suppliers Inputs Process Outputs Customers 

High- 

ACME Foundries Bearing Race Blanks Finished Bearing Shipping Dept 

Obtain Bearing Race 

Ace Industrial Machines Machines Assemblies Consolidated Auto 

Blanks 

ConMach 

Heat 

Dent Chemicals Bearings 

Solutions 

Grind Interior 

Diameters 

Level 

SIPOC 

Grind Outer Diameters 

Heat-Treat 

Wash 

Obtain Bearings 

Assemble 

Test 


Hints for creating a high-level 

linear process map 

Keep it simple — include major steps only 

(usually 4 to 8 total) 

Use Post-it notes on a flipchart or white 

board to enable you to easily adjust the 

steps as you develop the map 

Begin by defining the first and last steps, 

then fill in the middle 

Depict the process “as-is”, not how you 

would like it to be - you are trying to 

understand the current state of the 

© 81 


Viewing the Process 

Flow in Detail 

Integrated Process Mapping 

303 


Levels of a Process 

Business 

Process 

(“Strategic”) 

Business 

Development 

Business 

Processes 

Sales Underwriting Contracting Customer Service 

SIPOC Terms Docs Neg Close 

S 

Underwriters 

C 

(ext.) Customers 

(int.) Cust. Service Dept. 

Detailed 

Sub process 

Map 

Tasks 

Procedures 

303 


Integrated Process Mapping Makes 

Sense of Processes that 

are large and complex; 

cross many functional boundaries; 

involve many members in many 

locations; and 

cover areas in which h people may 

have little knowledge. 

303 


Questions that integrated 

process maps can address: 

303 


Is there a particular part of the process which is 

known to be troublesome 

Where do most of the errors occur (as opposed to 

where do people fix them) 

Will improvements to the initial steps of the 

process reduce the number of problems 

downstream 

At what points in the process should data be 

collected 

Where are the obvious opportunities for 

streamlining the process 

What is the cycle time for a step 

What is the lead time through the process

Tips for Creating Integrated FlowCharts 

BE THE BALL! You must go to the process and walk it! You can’t get the 

detail you need in a team meeting room. 

Be sure naturally “paired” activities are complete. If someone throws a ball, 

it needs to be caught somewhere, or it becomes a confusing and frustrating 

“loose-end,” end,” or even “dead-end” end” for the flowchart. 

It is not necessary to capture every detail. A process map is merely a tool 

to identify areas in need of improvement. 

Do not edit the process as you are charting it! The objective is to illustrate 

how things are really being done right now. The ultimate objective is 

process improvement and, at this stage, the objective is to establish the 

baseline. So don’t try to “fix” it now; that would be premature and will 

actually hurt improvements later on. 

Always include all “bona fide” players in process reviews and work sessions 

to analyze and develop improvement. Remember, unless we are 

comprehensive in our analysis, today’s solutions will become tomorrow’s 

problems. 

Capture quality concerns and problems. 

Identify additional inputs, outputs, and data collection points. 

305 


Detailed 

Flow Chart 

Example 


Hiring 

Hiring Employees 

Hiring Mgr 

Recruiter HR Mgr HR Admin Applicant 

Cycle Time 

Example Submit 

Requisition 4 Days 

Review and 

Approve 

17 Days 

Develop 

Recruitment Plan 

5 Days 

Implement 

Recruitment Plan 

7 Days 

Receive and 

Route 

Applications 

2 Days 

Screen and 

Select 

Candidates 

Conduct Phone 

Interview 

Select and set up 

On-site 

interviews 

Log out Nonviable 

Candidates 


Candidates 

2 Days 

5 Days 

5 Days 

Conduct On-site 

Interview 

Prepare List of 

viable 

Candidates 


Candidates 

8 Days 

.5 Days 

Screen 

Candidate List 


Candidates 

1 Day 

Make Offer 

1 Day 

Y 

N 

Negotiations 

Needed 

Orientation & 

Paperwork 

3 Days 


Start Work

Process 

Analysis 

Process Analysis 

Impact Look For Possible Actions 

• Delays 

• Reduce 

Time 

• Illogical, inefficient 

sequence 

• Complexity 

• Change order 

• Simplify or automate 

Cost 

• Numerous sign-offs 

• Duplication of efforts 

• Excessive documentation 

• Bottlenecks and backlogs 

• Eliminate or process 

simultaneously 

• Eliminate 

• Eliminate/streamline 

• Collect data 

Quality 

• Rework/redo cycles 

• Unclear lines of 

responsibility 

• Documentation errors 

• Vague customer 

requirements 

• Prevent errors 

• Clarify 

• Simplify 

• Clarify, define 

306 


Measuring Process Time 

1. Flowchart the process 

2. Do integrated process map to include all the 

process performers 

3. Gather and validate time data for each process 

step 

A. Elapsed time 

B. Value-adding adding time 

C. Non-value-adding adding time 

D. Value-enabling enabling time 

4. Complete the process map using time data 

and calculate process efficiency 

307 


The 3% Rule 

A key concept in cycle time reduction is 

the 3% rule which says that only 3% of the 

elapsed time for a process is actually 

value-adding. adding. The other 97% of the time 

is usually consumed in waiting or other 

non-value-adding adding activities. 

11 


Non-Value Added Work 

Internal Failure 

• Rework 

• Corrective Action 

• Process Failures 

External Failure 

• Service Recovery 

• Product Failure 

• Warranty Work 

Delay/Waiting 

• Backlogs 

• Bottlenecks 

• Queues 


Non-Value Added Work (cont’d) 

Movement 

• Physical Transport 

• Transmission 

Preparation 

• Data entry 

• Information Retrieval 

Control 

• Inspection 

• Approval 

• Compliance 


Eight 

Wastes 

Eight Wastes Manufacturing Processes Transactional Processes 

Overproduction Building WIP, batching, excessive 

safety stock, lack of balance 

Reports not read, data generated 

and not used 

Waiting 

Materials or finished goods sitting 

anywhere; distribution centers; 

people waiting for decisions 

i 

Documents in “in-baskets;” 

waiting for documents to arrive or 

decisions i to be made; computer 

crashes 

Transport 

Movement of materials or finished Movement of paper documents 

goods; long supply lines 

Overprocessing Rework, “gold-plating,” audits, Checking and rechecking 

inspections 

documents, reprinting documents 

after every error is found, printing 

electronic documents 

Inventories WIP, excessive safety stock, cars Documents in out-baskets, emails 

sitting on dealer lots, materials printed and filed, hard drives full 

sitting in distribution centers of data never used, unused 

resources (including people) 

Wasted Movement 

Production of 

Defectives 

Intellect 

Rework, wasted steps taken in a 

process 

Making mistakes or producing 

materials out of specification 

Electronic docs returned for 

changes more efficiently made in 

real-time by the auditor, twice 

touching a document, document 

corrections, wasted steps taken in a 

process, returned mail 

Spelling errors, address errors, 

spell-checking errors, amount 

errors 

Using unqualified people on jobs requiring qualification; using qualified 

or certified people on jobs not requiring certification 


Employee Interview Process 

Process Step 

Coordinator 

Phone 

Confer with 

Personal 

Interview Manager Interview 

Decision ii 

Notify 

Applicant 

Total 

%Total 

Time(hours) 1 24 .5 24 24 .2 73.7 

Non Value-Adding 

• It Internal lFil Failure .3 .3 .4% 

• External Failure 0 0 

• Delay/Waiting 

• Move 

22 20 22 64 87% 

• Preparation 1.5 1.5 2% 

• Control 1 1 1.4% 

Value-Adding .2 .5 .5 4 1 .2 6.4 8.7% 

Value-Enabling .5 .5 .7% 

Notes/ Missing Data 2 People 

Delays 

Common 

13 


Reducing Cycle Time 

Do tasks in parallel 

Find and remove bottlenecks 

Minimize handoffs 

Move steps in the process closer together 

Reduce set up time 

Synchronize 

Cross train 

14 


Recap 

A process is one aspect of a system 

Aim of production and service systems: 

produce value 

Three levels of quality translate value into 

production system 

Value stream processes can be mapped 

at several levels 

Purpose: Gain Knowledge, Eliminate 

Waste. 


Questions 

Contact: 

Rip Stauffer 

Woodside Quality Solutions 

632 Carver Bluffs Parkway 

Carver, MN 55315 

Business line: 952-361-5518 

Cell: 612-916 

916-0197 

Email: rip@woodsidequality.com

V l St M i V l St M i Value Stream Mapping

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