Recorded webinar: http://slidesha.re/1iJ2ZWu
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This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
23. 1
2 1
3 2
4 3
5 4
5
1 6
2 7
3 8
4 9
5 10
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2 1
3 2
4 3
5 4
1
2
3
4 Date: Date:
Contact Information
Budget-to-actual expenses per PO/project. Signature: Signature: Signature:
Date:
2013 average ontime delivery. Executive Sponsor Value Stream Champion Facilitator
Annualized quantity of change orders.
Profitably grow our business and open new markets. Prod Development Charlie F
Relevant Data Agreement
Reduce customer's warranty & LD exposure. Finance Lori P
Capable processes that are repeatable (process focused). Design Manager Andrew M
Projects completed on time (customer) & under budget (business). Function Name
Reduced lead times & increased sales opportunities. IT Mars L
Sales Kellie McMahon
Benefits to Customers & Business On-Call Support
Create variance tracking methodology. Program Mgmt Leia Chang
Standardize the change process to reduce the # of Change Orders. Manufacturing Robert Cashman
Reduce lead time (PO to ready to ship) from 12 mos to 8 mos. CFO Sharon Prince
No KPIs. Sales Ed Borge
Goals & Measurable Targets Engineering Joakim Gutan
On-going changes to project parameters (design, test dates, & supply chain). Supply Chain, purch, log, ware Tom Johnson
Consistently late delivery. CEO Mark Simpson
Increase average ontime delivery (to "ready to ship") from 17% to 60%. Quality Sally Jones
Projects are not scoped accurately (voice of the customer). Function Name
Lack of consistant processes and execution. Operations John Morgan
Briefing
Dates
&Times
Feb 3, 4 & 5, 2014
4:00 - 5:00 pmImprovement
Timeframe
Future state realized by December 31, 2014
Current State Problems & Business Needs Mapping Team
Contact Information
Last Step Product shipped
Boundaries &
Limitations
Must use existing resources (people, IT, etc.) Briefing
Attendees
** required
*optional
** Frank L, Rick M, Cory C, Glen
S, Sinan, Ben, Jane, Sal,
Malaika, Andrew, AE's, Sales
Mgr's, Rachel, Adam, Dustan
Base-camp
Location
Bldg B, Conf Room A
Trigger Customer submits RFQ
First Step Sales receives RFQ Logistics
Coordinator
Georgette Winters
Meals
Provided
Continental breakfast, lunch,
snacks
Specific
Conditions
Land-based
Value Stream
Champion
Janice Mitchell
Demand Rate 300 units (40 projects; 20 POs) per year
Facilitator Karen Martin
Value Stream Mapping Charter
Scope Accountable Parties Logistics
Value Stream Equipment type A
Executive
Sponsor
Joe Abrams
Event Dates
& Times
Mon, Tue, Wed
Feb 3, 4 & 5, 2014
8:00 am - 5:00 pm
28. J F M A M J J A S O N D
1 PROJ Joakim
2 PROJ Leia
3 KE Kellie
4 KE Joakim
5 PROJ Joakim
6 PROJ Ed
7 KE Sharon
8 PROJ Mark
9 JDI Kellie
10 PROJ Robert
11 PROJ Joakim
12 PROJ Robert
13 JDI Ed
14 PROJ Tom
15 PROJ Tom
16 KE Tom
Value Stream Champion Janice Mitchell Start: 2/10/2014
Value Stream Mapping Facilitator Karen Martin
Value Stream Transformation Plan
Value Stream Land-based, retractable, medium complexity equipment Scheduled Review Dates
Executive Sponsor Joe Abrams Every other Monday 10 am
Socialize new criteria for engineering,
quality, & purchasing involvement.
Date Created 1/5/2014
Kaizen
Burst #
Measurable Target Objectives Proposed Countermeasure
Exec.
Method *
Owner
Planned Timeline for Execution
Status
Create procedure/train GS service engineers to
properly feedback suggestions to engineering.
Create bulletin re: standardized headplate
design to eliminate flange orientation.
Create visual "milestone" timeline to
educate customers.
Define technical info Ebara needs from
customer and when.
Revise standard Ts & Cs to incorporate time limit
for customer approval for final payment.
Error proof P.O. info (correct specs, ship to,
etc.); notify customer re missing info and
drop dead date.
Create criteria for LOI acceptance.
Add initial project release in SF.
Enforce customer-requested CO
procedure.
One piece engineering flow
Move to one release (equip & systems)
Create commodity management team &
supplier SLAs.
Standardize WPS/PQR from suppliers.
Revise proposal template to limit time to 4
revisions.
Create trigger to release (BOMs) for
purchase.
Removed for confidentiality purposes
32. Healthcare:
Outpatient Imaging Value Stream
• History
– Hospital lost 25% outpatient imaging business in 1
year.
– Radiology group believed market share loss was due
to the patient experience at the aging hospital.
• Wanted to enter into JV with hospital to build a free‐standing
imaging center to compete with the new one across town.
– Hospital leadership believed poor quality radiologist
work created market share loss.
• Value Stream Mapping was selected as the
means to analyze & improve performance.
40. Interesting Developments
• Worst LT problem was super easy to fix.
• During kanban and 5S work, team discovered
$25,000K of expired material and $17,000 of
obsolete material.
• Forged a far stronger relationship between
hospital and radiologists.
• Collecting copays in Imaging was reversed.
• Implementing voice recognition took 2 years
due to technology issues.
• Creating a break room for techs boosted
morale beyond anyone’s expectation.