Value Stream Mapping
Explains that many organizations blindly apply Lean “tools” but lack vision. They implement the mechanics of Lean well—Kanban flow as intended, aisles are orderly, and machine changeovers happen instantly—but their efforts barely affect the bottom line. Identifies the first step in creating a vision: Understanding the Value Streams that flow through the organization. Demonstrates how creating maps of the current, ideal, and future states and then applying Lean tools to traverse those maps give the organization vision and, ultimately, measurable impact to the bottom line.
|
Uses a grandmother’s words to teach some important lessons in business—and life.
Demonstrates the importance of having an ultimate goal and pursuing that vision in a focused manner.
Introduces the Model Line approach to improvement. >> |
 |
|
Introduces the three deferent types of Value Stream Maps (VSMs). Provides the basic
VSM symbols. Constructs a basic VSM, step by step. >> |
 |
|
Kicks off the detailed VSM example—using the Simplex Ski Company—which requires 17
iterations to take the current state to the ideal state. Presents the examples at a slow pace initially,
to provide viewers with the detail they need to follow along. Covers VSM 1 and VSM 2. >> |
 |
|
Covers VSM iterations 2 through 17, which entail all of the productivity improvements, batch size reductions,
equipment shifts, kanban, and leveling. Shows how the Simplex Ski Company is ready to take the lessons learned on the Model Line
to other Product Families. >> |
 |
|
Reviews the importance of having a vision and of implementing improvements using a Value Stream/Model Line approach. >> |
 |