Create the AS IS VSM
& Analyse
Create the map
• Step 1: Find the customer requirements and
calculate the takt time.
– For example, if we have a daily demand of 700
pieces with the following arrangement.
• Hours per shift: 8
• Break minutes per shift: 30
• Shifts per day: 1
• Days per week: 5
– Takt time = (8x60x60-30x60)/700
= 38.6 sec
Create the map
• Step 2: Get a pencil and BIG eraser.
– The best value stream maps have eraser marks all
over them. Don’t use a pen when drawing these.
• Step 3: Have a big piece of paper ready. A3.
– Always draw the map on paper first. When ready to
share your masterpiece with senior management; go
for the software.
Create the map
• Step 4: Walk the process front to back.
– Quickly walk the process with your team in order
to understand the general flow. Define the start
and stop point of the process.
• Step 5: Draw in the customer box / details.
– In the top right hand side of the paper we draw
the little saw topped box representing the
customer.
– Also note their monthly and/or daily demand
along with the takt time as calculated in step 1
Draw in the customer box / details
Customer demand
700 pieces per day
(Takt time = 39 sec)
Customer
Create the map
• Step 6: Go to the END of the process and
begin drawing the map back to front.
• Another version is some to map the
beginning section, some to the middle, and
some to the end.
• Step 7: Focus on the material flow first.
(bottom portion of the map). This includes
the process boxes and data boxes.
• How to compile data is discussed further.
Create the map
Customer demand
700 pieces per day
(Takt time = 39 sec)
Customer
STAMPING WELDING ASSEMBLY SHIPPING
1 1 1 1
TOTAL C/T = 25 SEC TOTAL C/T = 30 SEC TOTAL C/T = 42 SEC
Create the map
• Step 8: Add the Inventory/Wait Times. These are the little yellow
triangles with an “I” in the middle. Simply count the number of
pieces in between the processes and note them under the triangle.
• To convert these pieces into days’ supply, divide the number of
pieces by the average daily demand (which was used to calculate
takt time).
• If average daily demand is 10 pieces and you count 20 pieces of
inventory in between process step A and process step B you have 2
days’ supply (20/10) in between the two processes. This will be
noted in the timeline (to be added in a future step).
• As an example; there were 486 sub-assemblies in between the
Welding and assembly stations. This equates to 0.694 days’ supply
(486 units / 700 daily demand).
• Further it was observed to be a “push” process. Note it on a VSM
with a dashed line through the yellow inventory symbol.
Add the Inventory/ Wait Times
Customer demand
700 pieces per day
(Takt time = 39 sec)
Supplier
Customer
I
700 PCS
STAMPING WELDING ASSEMBLY SHIPPING
I I I
1 1 1 1
359 PCS 486 PCS 128 PCS
TOTAL C/T = 25 SEC TOTAL C/T = 30 SEC TOTAL C/T = 42 SEC
Create the Map
• Step 9: Draw in the information flow. This step is what really
separates a VSM from traditional process maps. In addition to learning
about how material flows we also get to understand how information
flows.
• For example, if it moves electronically; we use a lighting bolt looking
arrowed line. If communicated manually; we use a straight arrowed
line.
• During this step also draw production control box.
• It is seen that production schedules each process step in isolation.
Each work station gets its unique production schedule. Draw this using
straight “manual” information lines.
• Also add in the information flow from the customers as well as to the
suppliers. In the example, customer sends 30 days electronic forecasts
as well as electronic daily orders. Conversely, company sends its
supplier an electronic weekly forecast.
Draw in the information flow
PRODUCTION Customer demand
CONTROL 30 DAYS 700 pieces per day
WEEKLY FORECAST (Takt time = 39 sec)
FORECAST MRP
Supplier DAILY ORDER Customer
I DAILY SCHEDULE
700 PCS
STAMPING WELDING ASSEMBLY SHIPPING
I I I
1 1 1 1
359 PCS 486 PCS 128 PCS
TOTAL C/T = 25 SEC TOTAL C/T = 30 SEC TOTAL C/T = 42 SEC
Create the map
• Step 10: Add in the timeline. Now add the timeline to
the bottom of the value stream map. This saw tooth
looking line helps us separate the value added cycle time
(taken from data boxes) from the non value added time
(days’ or hours’).
• The last step in the process is to sum up all the “value-
add” cycle times and note them at the end of the
timeline. Also sum up the “inventory” times and note
that on the timeline.
• In the example, the total value add cycle time sums to
97 seconds and the total non value add “inventory” time
sums to 2.39 days! We call the total inventory time the
production lead time (PLT).
Operator work time & machine cycle time
PROCESS STUDY Process: Observer: Time: Date:
Break Raja ram
Line
Process Work Element Observed Operator Machine Waste
Times in work time Cycle observed
Sec time
Get tube & press 6 6 5 5 4 5 Operator
in fixture hammers
Get connector, 4 4 4 3 4 4
place and clamp
Get hose and 4 5 4 4 4 4 Operator
WELDING
place on fixture stacks parts
Start WELDING 1 1 1 1 1 1 4
cycle
Unclamp & remove 2 2 3 2 2 2 QC check
needed
Effective cycle time per piece
Machine cycle time per piece +
Load and unload time (during which machine
can not cycle).
Effective cycle time per piece
Process Machine Load-Start & Effective C/T
Cycle Unload Time
WELDING 4 16 20 Sec
Collect data for each process-an example
Process Attributes Marking Testing Crimping De burring
Cycle time (Sec) 50 30 40 5
Changeover time (Sec) 300 200 300 0
Availability (Sec) 27600 27600 27600 27600
Uptime (%) 99 97 99 100
No of operators 1 1 1 1
WIP between next process and 2000 3000 3500 5040
this process (No of units)
Time between this process and 4 4 4 7
previous process (Days)
Defective (PPM) 500 10000 950 70
Other relevant data OEE etc
Add in the Timeline
PRODUCTION
CONTROL 30 DAYS Customer demand
WEEKLY FORECAST 700 pieces per day
FORECAST MRP (Takt time = 39 sec)
Supplier DAILY ORDER Customer
I DAILY SCHEDULE
700 PCS
STAMPING WELDING ASSEMBLY SHIPPING
I I I
1 1 1 1
359 PCS 486 PCS 128 PCS
TOTAL C/T = 25 SEC TOTAL C/T = 30 SEC TOTAL C/T =42 SEC
PLT = 2.39
1 day 0.513 days 0.694 days 0.183 days DAYS
25 secs 30 secs 42 secs VA/T = 97 SECS
PCE= 0.15%
Add in the Timeline
PRODUCTION
CONTROL 30 DAYS Customer demand
WEEKLY FORECAST 700 pieces per day
FORECAST MRP (Takt time = 39 sec)
Supplier DAILY ORDER Customer
I DAILY SCHEDULE
700 PCS
STAMPING WELDING ASSEMBLY SHIPPING
I I I
1 1 1 1
359 PCS 486 PCS 128 PCS
TOTAL C/T = 25 SEC TOTAL C/T = 30 SEC TOTAL C/T =42 SEC
PLT = 2.39
1 day 0.513 days 0.694 days 0.183 days DAYS
25 secs 30 secs 42 secs VA/T = 97 SECS
PCE= 0.15%
Common current state issues
Lots of waiting.
Lots of travel.
Lack of communication (or lots of poor
communication).
Lack of skills/relevant training.
Too many handoffs.
Too many approvals.
Too many workarounds.
Different prioritization rules in different departments.
