Algorithm for Mapping the Flow of Value Creation

In applying any lean manufacturing tool, a clear algorithm of work is very important - to always have the opportunity to check and clarify which next step. Today in this article we will consider the algorithm for working with a tool called "mapping the value stream".

The first stage is the setting of the goal . At this stage, the group and its leader must decide on the goal, formulate it, and measure and visualize. Particular attention should be given to the clarity of the wording of the goal - for each participant in the group that will be involved in the work, the goal should mean the same thing. The interpretation of the goal must be unambiguous. Particular attention should be paid to the visualization of the goal - to present it throughout the work in a clear and understandable form. For example, print it in large letters on a large sheet of paper and hang it in a prominent place - to be able to access it and check how much your actions can lead to the achievement of the goal. All members of the group and the leader must be sure that the achievement of the goal is really necessary and will benefit - both the organization as a whole, and each of its employees.

The second stage is preparation for mapping. Obviously, for competently organized work on mapping, it will be necessary to attract certain specialists (depending on the specifics of the organization), and also to involve certain resources. What kind of experts are they, when the group will need to turn to them for help, what kind of resources are they talking about? This is what the group needs to solve at the preparation stage.

When it comes to specialists, it is necessary to understand that at this stage the final composition of the FIG - a cross-functional group - will be specified and fixed, and all the mapping work will be carried out. At the same stage, it is necessary to consolidate the responsibilities of each of the participants. For convenience, this information can be documented.

After the participants are identified and collected, it is necessary to draw up a work plan containing answers to the questions "what, where, when, how and in what order will the team do?" To do this, you can refer to the work algorithm contained in this article. After the mapping plan has been developed, it needs to be coordinated, approved by the organization's management and visualized.

The third stage is the selection of the product (or product family) for mapping. At this stage, the FIG will have to choose, first, the way in which the product will be selected (there are many of them - everything depends on the goal). Secondly, to determine the boundaries of the process under consideration, and, thirdly, to prioritize among many different types of products. For more information on which methods of choosing a particular product exist, you can get in my book on CPSC - "Value ≠ value. Modern methods of mapping value streams using the 80/20 rule. " Within the framework of one article, it is not possible to cover all the material.

The fourth stage is the formation of the CCPC current state ("as is") - the most prolonged stage of mapping. Here all the stages of the process are discussed in detail from the entrance to the exit, the necessary parameters of each stage are determined and fixed. The participants in the interfunctional group must go through the entire stream in question and see with their own eyes a gradual transformation of the product. In addition, the FIG should consider the accompanying logistics and management system.

The fifth stage is the stage of analysis of all the collected information in order to identify the places of impact that affect the entire process under consideration. The main areas of analysis:

• Analysis of the loading of the stages of the process (operations) under the time of the clock;
• Analysis of flow problems by degree of influence and potential;
• Analysis of bottlenecks in the flow;
• Analysis of the quality of manufactured products;
• Logistical analysis;
• Cost analysis , etc.

At this stage, additional data collection or clarification may be required. Individual stages (operations) of the process may require more in-depth analysis using other lean tools, so all further work depends on the quality of the work of this stage.

The sixth stage is the stage of formation of the future state of the CPSU , otherwise it can be called "how it will be". At this stage it is necessary, using the parameters of flow capabilities identified at the analysis stage, to compare with the requirements for maximum flow efficiency. With the help of brainstorming and information obtained at the previous stage, the IFG has two tasks: first, to simulate the ideal state of the process under consideration with ideal parameters of operations, logistics routes, information flows, and secondly, to simulate the target state required at the moment Time. At the same stage, it is necessary to conduct a preliminary economic assessment and determine the benefit - a one-time and constant (in the ruble equivalent), which the organization will receive from converting the flow to the target state.

Why is it necessary to simulate the two states of CPSU: the ideal and only then - the target?

We know that the target state of the CPSU is a flow map, improved compared to the current state to a certain extent, corresponding to the goals and tasks set, and on the improvement scale lies between the current and ideal state. But in order to overcome the existing negative psychological paradigms and barriers of any kind in the team, it is necessary to step over them and imagine what the stream should look like in an ideal, and after that, "go down to earth", to what is needed at the moment.

The seventh stage is the development of a plan for transition to the target state - the stage of step-by-step planning of the sequence and timing of the actual actions necessary to move to a new flow state. At this stage, it is planned to change both material and information flows, as well as change existing regulatory documents to avoid contradictions.

At this stage, the mapping activity is completed. The most interesting is the implementation of the planned changes and their stabilization. Any system that has undergone any changes takes time to stabilize. Now your task is to ensure close monitoring of compliance with the changes. Remember that new standards must be tested in practice, fixed and explained to the staff.

I sincerely hope that using this algorithm will help you to master the mapping tool.

More information about mapping the flow you can find on the site http://leanbase.ru