To achieve 100% efficiency in manufacturing, we need a perfect balance between time, money, and quality. In reality, it is not easy to accomplish this. However, we have an opportunity to make continuous improvements. Value Stream Mapping (VSM) is an excellent tool for any business to begin its journey towards perfection. VSM efficiently addresses all key process steps and supply chain needs across all domains and value points within a business model. By mapping the flow of data and knowledge required to obtain a product or service to a customer, VSM helps to recognise and eliminate waste, simplify processes, and optimise resource utilisation. This can result in lowered lead times, increased productivity, and, most significantly, improved customer satisfaction. Value Stream Mapping in Mumbai, India, can manage and scale supply chain operations in the services and manufacturing industries.
Lean manufacturing is a structured methodology focused on eliminating waste, maximizing customer value, and driving continuous improvement across the supply chain by applying proven lean principles, tools, and techniques. It centers on mapping the value stream from order entry to dispatch, distinguishing value-added from non-value-added activities, identifying push or pull flows between work centers, quantifying the VA:NVA ratio, and designing an ideal future state to dramatically improve that ratio. In every value stream mapping exercise, ARROWHEAD begins by pinpointing opportunities to simplify, optimize, eliminate, or improve repeatable processes—especially those involving multiple handoffs—then leverages its Black Belts to identify targeted kaizen opportunities that deliver measurable reductions in non-value-added time and sustainable operational gains.
We document all the current upstream/downstream processes.
We identify and list every step inside these processes
We take a look at each step and determine which adds value and which doesn’t
We identify difficulties or obstacles in the current process for perfection
We identify significant initiatives to reduce waste
We help to assign tasks and responsibilities once the work is done.
We help identify all areas which can be directly impacted using a kaizen approach. For improvements that cannot be solved by Kaizen, we build project charters with defined G&Os.
a. Value stream mapping aka VSM, is a process diagram from order to dispatch of all material as well as information flow along with clear identification of value add (VA) and non-value-added NVA) activities and their time.
b. VSM is a great way to look at your entire business model and learn where you are currently falling short in terms of cost, quality and time.
a. VSM is the first tool that is used to understand current state and its 8 lean wastes to identify all process improvement opportunities – quality, productivity, cost reductions, cost avoidance, manpower rationalization, cash flow improvement, material reduction and so on.
b. At end of mapping your VSM, team will get clear snapshot of VA:NVA ratio. This is often a very big revelation for entire team and inspires them towards drastic improvement opportunities.
a. Short answer is “all!”
b. VSM is fundamental tool used for both service and manufacturing sectors.
c. Whether you make, build, assemble a product or sell/offer services, VSM can help identify all the 8 lean wastes in your business model thereby giving you comprehensive look at opportunities for improvement.
a. Typically, VSM workshop is a 5 full day activity involving key stake holders such as finance, HR, production/servicing, quality, procurement, inventory management, logistics and IT.
b. VSM should be done with dedicated team, i.e. participants should not change during the workshop. This ensures continuity of thought process to enable best output.
a. Yes. A full 5-day VSM workshop entails mapping current and future state of business.
b. Typical VSM workshop consists of following activities –
1. Map current state value stream and find your VA:NVA ratio.
2. Identify all issues in current state; categorize and prioritize.
3. Understand root-cause of each issue.
4. Develop solutions to eradicate root causes.
5. Map future state value stream demonstrating significant improvement in VA:NVA ratio.
By reducing Lean waste, you can remove all non-value added activities thereby improving speed of reaching your customer at better margin and by improving consistency you are able to meet customer demand in terms of quality expected.
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