value stream mapping basics - aprende.org · 2017. 1. 19. · sasha andy • with your team, take...
TRANSCRIPT
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Value Stream Mapping Basics
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VSM Basics V7.6 - Slide 2 © 2012 Massachusetts Institute of Technology
Learning Objectives
At the end of this module, you will be able to:
• Sketch a basic value stream map
• Demonstrate basic value stream analysis
• Recognize steps for process improvement using value stream mapping and analysis
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VSM Basics V7.6 - Slide 3 © 2012 Massachusetts Institute of Technology
Hot Dog Stand Process Map
How can Sasha and Andy improve their productivity to meet growing customer demand?
No
Yes
10 - Set up 5
Another dog
?
9 - Deliver to customer
2 In
order
3 - Get order Cook dogs
4 - Put in bun, wrap, add fruit
8 - Add beverage
11 - Clean up
6 Out
order 1- Take order
7 Order
OK ?
Yes
No
$
$
Image by MIT OpenCourseWare.
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VSM Basics V7.6 - Slide 4 © 2012 Massachusetts Institute of Technology Ref: James Womack and Daniel T. Jones, Lean Thinking (New York: Simon & Schuster, 1996).
Five Lean Thinking Fundamentals
• Specify value: Value is defined by customer in terms of specific products and services
• Identify the value stream: Map out all end-to-end linked actions, processes and functions necessary for transforming inputs to outputs to identify and eliminate waste
• Make value flow continuously: Having eliminated waste, make remaining value-creating steps “flow”
• Let customers pull value: Customer’s “pull” cascades all the way back to the lowest level supplier, enabling just-in-time production
• Pursue perfection: Pursue continuous process of improvement striving for perfection
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VSM Basics V7.6 - Slide 5 © 2012 Massachusetts Institute of Technology
Value Stream Map (VSM) • A tool used to improve a process by identifying added
value and eliminating waste
• A process map that follows the value creation process • “strap yourself to the product (or service)
and see where you go”
• A process map with data added • Times: processing, wait, cycle • Quality: number of rejects • Inventory • Resources
• Number of people • Space • Distance traveled
• Whatever else is useful for analyzing the process
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VSM Basics V7.6 - Slide 6 © 2012 Massachusetts Institute of Technology
Steps for Creating a VSM
1. Define customer value and the process • “Walk” the process to identify tasks and flows • Identify value-added and waste process steps
2. Create the “current state” VSM • Gather data on resources, time, quality for each step
3. Analyze map to determine opportunities for improvement • Identify bottlenecks and other flow impediments • Brainstorm actions to eliminate waste and add value
4. Create a “future-state” map to visualize the desired and realistic next state
5. Create action plans to move toward future state
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VSM Basics V7.6 - Slide 7 © 2012 Massachusetts Institute of Technology
Step 1: S&A Customer Value and Process Map Current Demand
50 customers 100 hot dogs Customer Value
Good food Faster service
No
Yes
10 - Set up 5
Another dog
?
9 - Deliver to customer
2 In
order
3 - Get order Cook dogs
4 - Put in bun, wrap, add fruit
8 - Add beverage
11 - Clean up
6 Out
order 1- Take order
7 Order
OK ?
Yes
No
This process map follows the value creation process ✔
Value/waste assessed at each process step ✔
$
$
Image by MIT OpenCourseWare.
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VSM Basics V7.6 - Slide 8 © 2012 Massachusetts Institute of Technology
Step 2: Add Data
No
Yes
10 - Set up 5
Another dog
?
9 - Deliver to customer
2 In
order
3 - Get order Cook dogs
4 - Put in bun, wrap, add fruit
8 - Add beverage
11 - Clean up
6 Out
order 1- Take order
7 Order
OK ?
Yes
No – 10%
T = 30 sec
Qual = 100%
T = 11 sec
Qual = 90%
T = 33 sec
T = 48 sec
Qual = 100%
T = 110 sec
Qual = 100%
T = 44 sec
Qual = 100%
T = 22 sec
T = 10 sec
Qual = 100%
T = 48 sec
Qual = 100%
T = 60 sec
Qual = 100%
T = 30 sec
Display of relevant data completes basic VSM
$
$
Image by MIT OpenCourseWare.
Images by MIT OpenCourseWare.
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VSM Basics V7.6 - Slide 9 © 2012 Massachusetts Institute of Technology
S&A Takt And Cycle Times
Takt time = Available timeCustomer demand
= 4hrs 60min /hr50 customers
= 4.8min = 288 sec
Cycle time (summed from previous data) = 7.4 min = 446 sec
Open from 10AM - 2PM Current demand 50 customers
Cycle time > takt time, but two workers – can demand be met?
10 - Set up 11 - Clean up
Valid alternate calculation – assume setup/cleanup is done “when things are slow”
Takt time = Available timeCustomer demand
= 4hrs 50min /hr50 customers
= 4.0min = 240 sec
Cycle time (excluding set up & clean up) = 5.8 min = 350 sec
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VSM Basics V7.6 - Slide 10 © 2012 Massachusetts Institute of Technology
Step 3: Value Stream Analysis
Sasha Andy
• With your team, take 15 minutes to • Calculate the total • Value added time • Non value added time • Wait time
• Calculate the total “touch time” that Sasha and Andy spend on a single order
• Be ready to report your answers to the class
Image by MIT OpenCourseWare. Image by MIT OpenCourseWare.
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VSM Basics V7.6 - Slide 11 © 2012 Massachusetts Institute of Technology
Utilization and Capacity VAT is only slightly over 50% Opportunities for improvement Available time = 4 hours = 240 min Worktime: Touch time per order X number of orders Sasha’s tasks: /60 min X 50 cust. = _____ min Andy’s tasks: /60 min X 50 cust = _____ min Utilization: Worktime / time available Sasha’s: (_____min / 240 min) X 100% = ____% Andy’s: (_____min / 240 min) X 100% = ____% Capacity: Time available / touch time per order Andy working at 100% = (240min X 60) / _____sec = ___
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VSM Basics V7.6 - Slide 12 © 2012 Massachusetts Institute of Technology
Utilization and Capacity VAT is only slightly over 50% Opportunities for improvement Available time = 4 hours = 240 min Worktime: Touch time per order X number of orders Sasha’s tasks: /60 min X 50 cust. = _____ min Andy’s tasks: /60 min X 50 cust = _____ min Utilization: Worktime / time available Sasha’s: (_____min / 240 min) X 100% = ____% Andy’s: (_____min / 240 min) X 100% = ____% Capacity: Time available / touch time per order Andy working at 100% = (240min X 60) / _____sec = ___
159 224
133 187
133 187
55 78
224 64
We will consider complications like varying orders or irregularly spaced customers in the Variation Module
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VSM Basics V7.6 - Slide 13 © 2012 Massachusetts Institute of Technology
Summary - S&A Value Stream Analysis (VSA)
• Current production (50 customers) is a little below current capacity (64 customers) of Andy and Sasha • Process improvement needed to meet growing
demand • Andy and Sasha are both underutilized
• But utilization is not balanced between them • Cycle time of 7.43 min per customer
(or even 5.8 min) too long • Should be able to shorten cycle time to meet
demands of customers for faster service Bottom Line
Sasha and Andy should implement process improvement for week 3 to meet growing demand!
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VSM Basics V7.6 - Slide 14 © 2012 Massachusetts Institute of Technology
Improvement Brainstorm
• Help Sasha and Andy figure what to improve • How can utilization be improved? • How can cycle time be reduced? • What has to be done to serve 75 customers? • What has to be done to serve 100 customers?
Sasha Andy Image by MIT OpenCourseWare. Image by MIT OpenCourseWare.
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VSM Basics V7.6 - Slide 15 © 2012 Massachusetts Institute of Technology
No
Yes
10 - Set up 5
Another dog
?
9 - Deliver to customer
2 In
Order
3 - Get order Cook dogs
4 - Put in bun, wrap, add fruit
8 - Add beverage
11 - Clean up
6 Out
Order 1- Take order
7 Order
OK ?
Yes
No
Brainstorm Bursts
NVA Inspection
NVA Inspection
Balance Work
$
$
Image by MIT OpenCourseWare.
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VSM Basics V7.6 - Slide 16 © 2012 Massachusetts Institute of Technology
Steps for Creating a VSM
1. Define customer value 2. Create a “current state” map
• “Walk” the process to identify tasks and flows • Gather data on resources, time, quality for each
3. Analyze map to determine opportunities for improvement • Identify value-added and waste • Brainstorm actions to eliminate waste and add value
4. Create “future-state” map to visualize the desired state
5. Create action plans to move towards future-state
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VSM Basics V7.6 - Slide 17 © 2012 Massachusetts Institute of Technology
Why is VSM a Useful Tool?
• Helps visualize interactions and flows
• Shows linkages between information and product flows
• Provides a common language for talking about a process
• Helps to identify: • the constraint(s) - any resource whose capacity is
less than customer demand; • wastes as well as their sources
Adapted from: M. Rother and J. Shook, Learning to See, Lean Enterprise Institute, 1998
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VSM Basics V7.6 - Slide 18 © 2012 Massachusetts Institute of Technology
Tips for Creating a VSM
• Involve entire team
• Actually walk the process - follow the material and information through the process, starting at the beginning
• Use Post-it notes and butcher paper
• Use symbols or icons that are meaningful to the process but common enough to be understood by all involved
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VSM Basics V7.6 - Slide 19 © 2012 Massachusetts Institute of Technology
Visit Clinic
Phone call
Phone call
LEGEND
2.1
4.4
Disc
harg
e
Disc
harg
e
3.1
14.0
1.6
2.2
9.7
19.1
20.7
31.2
Phone call
- No shows – 2%
- On-time starts – 37%
- Document delays – 12%
Reception
Obtain Demographics
“mini-reg” & Send packet Reception
Call patient to schedule
- Volumes by service – 13.0%
- Lead-time by service - varies
Reception
Input Med HistoryHot
Jefferson Healthcare Clinic - Current State MapOVERALL CLINIC DATA
- Cost per visit - $125.39
- Avg. Pts per hour - 1.83
- Available hours per day – 67
PATIENT
Reception
Check-in patient for
visit
RN
Room & perform
vitals, etc.
- On-time starts – 37%
- Time by diagnosis – Chart D
- Volume by hour – Chart E
- Schedule on 1st call – 0% - # of Pts on panel - 5998
- Days out for first 3rd visit 2.00
- Days out by provider- see chart C
2.3
4.8 walk or return
Walk tohospital
Hospital Registration
Register for Ancillary Services
- Referral volume – 14.5 %
MD, PA
See patient
HOSPTIALAncillary Services
PATIENT DATA
- Volumes - 131 visit/day
- Market share - Hospital 46.7%
- Cancel by reason - see chart A
- Payor mix – commercial 38%
- Satisfaction – overall 74.4
- Volume by Diagnosis – See chart BWait for ex prov
to return info
Wait for pt to
return packet
Reception
Receive call & Send
registration packet
Reception
RequestMed
History records
Reception
Receive Med History
& Call to Schedule Reception
InputMed History
Document delays – 2%- Schedule on 1st call – 0% - # of Pts on panel – 5997
- Days out for first 3rd visit – 3.75
- Days out by provider - See C
EXTERNALPROVIDERS
Disc
harg
e
Reception
Pre-reg, Schedule, & Send packet
Reception
Input Med History
following Check-in
- Document delays – 30%- Schedule on 1st call – 100%
- # of Pts on panel 5886
- Days out for new visit - 15.01
- Days out by provider – See Chart C
Days out for first 3rd visit – 1.16
= JMPG Scheduling
= OPC Scheduling
= PTFP Scheduling
= Clinic flow (all sites)
= Hospital Services
= Patient
Reg PktV1
Reg PktV2
Reg PktV2
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
ROSV1
ROSV1
ROSV2
MedHistory
Enterprise EMRInterface
Medlist
EMR Orders
Scripts
Educ.
Routing Slips
EXTERNALPHARMACIES
Referral Coordinator
Check-outpatient
MediTechInterface
Scripts
EMR Referrals
Radfilm
MediTechEMR
EMR
EMR
Salmon reminder (PTFP)
= Patient on schedule
- Blocked Hours – 67/day
- Contact Hours 59/day
- Utilization 88%
C/T
L/T
Courtesy of Jefferson Healthcare, Port Townsend, WA. Used with Permission.
“Industrial Strength” Example
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VSM Basics V7.6 - Slide 20 © 2012 Massachusetts Institute of Technology
Additional Graphic Elements
Time
Org
aniz
atio
n “Swim Lanes” organize tasks
by time and organization
Many ways to clarify the process and present data in easy-to-understand form
“Castle Wall” shows task and wait times
TT TT TT WT WT WT SUMS
TT WT
Courtesy of Jefferson Healthcare, Port Townsend, WA. Used with Permission.
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VSM Basics V7.6 - Slide 21 © 2012 Massachusetts Institute of Technology
More Information
Courtesy of Lean Enterprise Institute. Used with permission.
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VSM Basics V7.6 - Slide 22 © 2012 Massachusetts Institute of Technology
Reading List
Jimmerson, C., Value Stream Mapping for Healthcare Made Easy, Productivity Press, New York, NY, 2010
McManus, H., “Product Development Value Stream Mapping (PDVSM Manual)”, Release 1.0, Sept 2005. Lean Advancement Initiative.
Rother, M. and Shook, J. Learning to See, v1.2, The Lean Enterprise Institute, Cambridge, MA June 1999
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VSM Basics V7.6 - Slide 23 © 2012 Massachusetts Institute of Technology
Acknowledgements
Contributors • Sharon Johnson – Worcester Polytechnic Inst. • Jose Macedo – Cal Poly San Luis Obispo • Hugh McManus – Metis Design • Ted Mayeshiba – USC • Earll Murman – MIT
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16.660J / ESD.62J / 16.853 Introduction to Lean Six Sigma MethodsIAP 2012
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