value stream mapping for office

8/10/2019 Value Stream Mapping for Office

1/51

G

Karen MartinPresidentThe Karen Martin Group, Inc.

Kim ScottiGrafx Senior Consultant,Lean Six Sigma Black Belt


2/51

?

.

D .


3/51

: , . (1993)

C / C : & ,

.

: C , D .

A :

2013


4/51

www.ksmartin.com/subscribe


5/51

Value Stream Mappings Roots

5

& , 1999 B & D , 2004

, .

.

& ,


6/51

D

: A , (

).

Customer

6

C C


7/51

The Work We Do:Degrees of Granularity

7

ValueStream

Process Process Process

Step Step Step

Value Stream

Map

Micro ViewTactical; heavy

frontlineinvolvement

Macro ViewStrategic;

heavy leadershipinvolvement

Metrics-BasedProcess Map


8/51


9/51

Support (Value-enabling) Value Streams

Estimating / RFQ response Hiring Recruitment to 1 st (or 90 th) day New product development Business plan development

Annual sales meeting planning & execution Contract development & execution And more

9


10/51

Value Stream Mapping Benefit:Seeing the Whole

10

60,000 ;


11/51

11

E =

E =


12/51

CLARITY

12

?

H ?


13/51

13

:A A


14/51

Create a Value Stream Storyboard withPaper & Post-Its (Team-Based)

14


15/51

Customer

Process 5

Dept E

LT = 1 daysPT = 15 mins.%C&A = 95%

4

5

10 mins.

480 mins.

5 mins.

240 mins.

3 mins.

2 days

5 mins.

240 mins.

15 mins.

480 mins. Total LT = 5 days

Total PT = 38 mins.Activity Ratio = 1.6%Rolled %C&A = 69.1%

Process 3

Dept C


3

3Process 4

Dept D

LT = 0.5 daysPT = 5 mins.%C&A = 99%

2

4

ABC Technology, Inc.Current State Value Stream Map

Softw are Upgrade Order FulfillmentCustomer Demand = 500/year

IT-1 IT-2

45 pcs 10 pcs

Process 2

Dept B


2

2

`

Process 1

Dept A


5

1

B

F

&D F


16/51

16

Interim

Briefing(s)

1 Contact Information

2 1

3 2

4 3

5 45

1 6

2 7

3 8

4 95 10

1 Contact Information

2 1

3 2

4 3

5 4

1

2

3

4 Date: Date:Signature:Date:

Potential Obstacles ApprovalsExecutive Sponsorto the team's success with the mapping activity.

Implementation Plan

Current state VSM Function

Future state VSM SMEs that may not be needed full time

Always a nice touch; keepsthe team from wandering.

Need ample wall space

Planned Deliverables On-Call Support

Aim for objectives w/ measurable targets (from X to X). Goals & Measureable Objectives

Why are you doing this? What are the current state issues? Function

Leadership-heavy

Event Drivers Mapping Team

List required attendees; othersare optional

BriefingAttendees

Boundaries &

LimitationsFS Implementation

Timeframe

What is the team NOT authorized to change?

Typically 90-120 days

Last Step Task on last process block

Value Stream Mapping CharterEvent Scope Leadership / Coordination Schedule

Start/EndTimes

VP or C-level

If needed - often Director orManager level

SpecificConditions

What circumstances you're including andexcluding? (type of cust, time of year, etc.)

Value StreamChampion

Contract processing, rebate processing, etc.Executive

SponsorValue Stream Event Date(s)

Team Lead Not always needed

Skilled person leading the activity

MealsProvided?

Location

CoordinatorThe person arranging logistics(reserving the room, ordering food,sending meeting notices, etc.)

Facilitator

First Step Task on first process block

Customer Demand

Trigger

How many times is this done per wk, qtr, mo, or yr.?

What need does t he value stream address?

Signature: Signature:

3 days typically; sequential is

best

6 hrs minimum; 7 or 8 is best

FacilitatorValue Stream Champion

Aid in consensus building and

organizational learning.

Name

Name


17/51

D

F

DF

DC

3 DE

C


18/51

F

F

D

C

C


19/51

D

F

DF

DC

3 DE

C


20/51

Step 1 Define Process Blocks

Identify all process blocks in the value stream(target 5-15 blocks) Each process block (post-it) contains an activity or

group of activities that occurs before a significantbreak in the timeline occurs (typically build up of WIPor handoff to another function)

Activity format is verb/noun what happens to what WALK THE VALUE STREAM!

20


21/51

Customer

Process 5

Dept E


4

5

10 mins.

480 mins.

5 mins.

240 mins.

3 mins.

2 days

5 mins.

240 mins.

15 mins.



Process 3

Dept C


3

3Process 4

Dept D


2

4

ABC Technology, Inc.Current State V alue Stream Map


IT-1 IT-2

45 pcs 10 pcs

Process 2

Dept B


2

2

`

Process 1

Dept A


5

1

C


22/51

Step 2 Define I.T. Systems

Identify all I.T. systems used in the process

and information flow Note any scheduling that occurs (calendar,system, etc.)

Who tells whom to do what? How do they tellthem?

22


23/51

Customer

Process 5

Dept E


4

5

10 mins.

480 mins.

5 mins.

240 mins.

3 mins.

2 days

5 mins.

240 mins.

15 mins.



Process 3

Dept C


3

3Process 4

Dept D


2

4



IT-1 IT-2

45 pcs 10 pcs

Process 2

Dept B


2

2

`

Process 1

Dept A


5

1

C


24/51

Step 3 Add Data

Key metrics for all process blocks Process Time (PT)

Lead Time (LT) Percent Complete & Accurate (%C&A)

Work-in-process (WIP) at every step.

Significant barriers to flow (e.g. batching,shared resources, system downtime, etc.)

24


25/51

C

# ()

B F

( / )

F

%C&A

B #


26/51

C

Customer

Process 5

Dept E


4

5

10 mins.

480 mins.

5 mins.

240 mins.

3 mins.

2 days

5 mins.

240 mins.

15 mins.



Process 3

Dept C


3

3Process 4

Dept D


2

4



IT-1 IT-2

45 pcs 10 pcs

Process 2

Dept B


2

2

`

Process 1

Dept A


5

1


27/51

Key Metrics: Time

Scenario 1

27

( )

( )

= + / D


28/51

Key Metrics: Time

Scenario 2

28

= + / D

( )


29/51

Key Metrics: Quality

%Complete and Accurate (%C&A) % of incoming work thats usable as is: the

downstream customer can perform taskwithout having to do rework:

Correct information or material that was supplied

Add information that should have been supplied Clarify information that should have or could have

been clearer

Determined by the person receiving the input;metric goes on the output block.

29


30/51

Customer

Process 5

Dept E


4

5

10 mins.

480 mins.

5 mins.

240 mins.

3 mins.

2 days

5 mins.

240 mins.

15 mins.



Process 3

Dept C


3

3Process 4

Dept D


2

4



IT-1 IT-2

45 pcs 10 pcs

Process 2

Dept B


2

2

`

Process 1

Dept A


5

1

C


31/51

Step 4 Create Timeline

Create timeline Calculate summary metrics

Timeline PT Sum Timeline LT Sum

Activity Ratio (AR) Rolled %C&A

31


32/51

Summary Metrics: Time

Activity Ratio The percentage of time anything is being done

to the work passing through the system (whethervalue-adding or non-value-adding)

( PT LT) 100 Common current state finding in office/service =1-10% (across entire value stream)

32


33/51

Summary Metrics: Quality

Rolled % C&A The percent of value stream output that passes

through the process clean, with no hiccups,no rework required.

(%C&A x %C&A x %C&A) x 100 Common current state finding in office/service

= 0-15%

33


34/51

C

Customer

Process 5

Dept E


4

5

10 mins.

480 mins.

5 mins.

240 mins.

3 mins.

2 days

5 mins.

240 mins.

15 mins.



Process 3

Dept C


3

3Process 4

Dept D


2

4



IT-1 IT-2

45 pcs 10 pcs

Process 2

Dept B


2

2

`

Process 1

Dept A


5

1


35/51

C

D = 15

Customer Demand:15 patients per Day

(Takt Time 1920 seconds)8 hours per day

ReferringPhysician

% C&A = 65 %

Check-inPatient

(Admitting)

Cycle Time = 2 mins.

% C&A = 90 %

5

SendReports

(Imaging)


% C&A = 90 %

6

Hospital

5 mins.

ScheduleAppointment

Cycle Time = 11 mins.Lead Time = 12 mins.% C&A = 98 %

6

Pre-registerPatient


5

CT=Cycle TimeLT=Lead Time

%C&A=% Complete & Accurate

Lead Time = 12 mins.Lead Time = 990 mins.

PrepPatient(Tech)


% C&A = 100 %

2

Check-inPatient

(Imaging)


% C&A = 98 %

3

CompleteExam(Tech)


%C&A = 90 %

2

TransmitImages(Tech)


%C&A = 100 %

2

Read/DictateExam

(Radiologist)


% C&A = 95 %

2

TranscribeReport(MDI)


% C&A = 75 %

6

ReviewDraft/Sign

(Radiologist)


%C&A = 95 %

2

PrintReports

(Imaging)


% C&A = 99 %

230 mins. 5 mins. 248 mins. 365 mins. 960 mins. 110 mins. 120 mins.45 mins.

E Pay

Excel

ADS

Symposium

Internet

Waiting RoomManagement

System

Fax OrderSolutions

PACS

5 mins.

Lead Time = 24 days

Meditech

1234

5 6 7 8 9 10 11 12 13 14

Auto Fax 50%Us Mail 25%

MD Mailbox 25%

Rework Loopvia Fax 25% ofthe time

Rolled First Passyield = 29%

5 minutes

2 minutes 11520 minutes

1 minutes

45 minutes

10 minutes

30 minutes

15 minutes

5 minutes

3 minutes

248 minutes

15 minutes

365 minutes

5 minutes

960 minutes

1 minutes

110 minutes

1 minutes

120 minutes

3 minutes

L/T = 13464 minutes

VA/T = 11576 minutes


36/51

Outpatient Imaging Value Stream

Current State Findings

36

Metric Current

State

Projected

Future State

%

ImprovementLead Time 32.5 hrs

Process Time 56 mins

Activity Ratio 2.9%Rolled %C&A 29%


37/51

Step 5 Determine VA & N Steps

Identify all value-adding (VA) andnecessary non-value-adding (N) steps

Add VA or N smaller post-it to relevantprocess blocks

All unnecessary non-value-adding blocks

remain unlabelled

37


38/51

Customer-Defined Value

Value-Adding (VA) - any operation or activityyour external customers value, are (or would

be) willing to pay for, or its a requirement ofdoing business with them. Non-Value-Adding (NVA) - any operation or

activity that consumes time and/or resources butdoes not add value to the product (good orservice) the customer receives. Necessary support processes, regulatory

requirements, etc.; also referred to as essential orvalue-enabling.

Unnecessary everything else - WASTE

38


39/51

E ( )

E

( )

( / )

39


40/51

C F

( ) .

40

A

A

D

A


41/51

D

F

D

F

DC

3 DE

C


42/51

Future State Design

Goal: Eliminate all redundancies andbarriers to flow (the work should never

stop) Batches Rework

Bottlenecks & WIP Handoffs Setup / changeover

Physical layout Motion & transportation

42

F D = 15


43/51

ReferringPhysician

% C&A = 85 %

SendReports

(Imaging)

Cycle Time = 3 mins.% C&A = 90 %

6

Hospital

Schedule apptPre-register


6

CT=Cycle TimeLT=Lead Time

%C&A=% Complete & Accurate

0.0833 hrs.1 mins.

0.583 hrs.10 mins.

0.333 hrs.10 mins.

0.0833 hrs.2 mins.

2 hrs.15 mins.

7 hrs.1 mins.

0.0333 hrs.1 mins.

0.5 hrs.3 mins.

LT = 11.3 hrs.CT = 43 mins.CT/LT Ratio = 6.32%

Lead Time = 45 mins.Lead Time = 15 days

PrepPatient(Tech)


2

Check-inPatient

(Imaging)


3

CompleteExam(Tech)


2

TransmitImages(Tech)


2

Read/DictateExam

(Radiologist)


2

ReviewDraft/Sign

(Radiologist)


2

PrintReports

(Imaging)


220 mins. 5 mins. 120 mins. 420 mins. 2 mins. 30 mins.35 mins.

E Pay

Excel

Symposium

Internet

Waiting RoomManagement

System

Fax OrderSolutions

PACS

5 mins.

Set-upReduction

RemoveCheck in

and ReduceSystem Access

WorkBalancing

StandardWork

Pull System(SuppliesKanban)

VisualWorkplace

VoiceRecognition

BatchReductions

5S

Co-locate

StandardWork

WorkBalance

ContinuousFlow

Value StreamAlignment

Auto Fax 80%Us Mail 15%MD Mailbox 5%

Rolled First Passyield = 40%

Rework Loopvia Fax 10% ofthe time

Customer Demand:15 patients per Day

(Takt Time 1920 seconds)8 hours per day

123

4 5 6 7 8 9 10 11

RiskReduction

(JointCommision)

Meditech

: ( )

C (C )


44/51

Outpatient Imaging Value Stream

Projected Future State Results

44

Metric CurrentStateProjected

Future State%

Improvement

Lead Time 32.5 hrs 11.3 hrs 65%

Process Time 56 mins 43 mins 23%

Activity Ratio 2.9% 6.3% 117%

Rolled %C&A 29% 40% 38%


45/51

D

F

D

F

DC

3 DE

C

Future State Implementation Plan


46/51

Value Stream

1 2 3 4 5 6 7 8 9 10 11 12

2 Improve quality of referral KE Sean O'Ryan

3, 4 Reduce lead time beween schedulingandpreregistration steps PROJDianne

Prichard

5, 6 Eliminate the need for two patient check-ins KEMichaelO'Shea

6 Eliminate bottleneck in waiting area KE DiannePrichard

9 Eliminate lead time associated withtranscription step PROJ Sam Parks

10 Eliminate batched reading KE Sam Parks

7 Reduce inventory costs, regulatory riskand storage needs KEMichaelO'Shea

12 Reduce delay in report delivery PROJ Martha Allen

12 Reduce delay in report delivery KE Martha Allen

Implement voice recognition technology

Reduce setup required

Cross-train and colocate work teams

Implement additional fax ports

Collect copays in Imaging

Balance work / level demand

5S CT supplies area; implement kanban

Value Stream Mapping Facilitator

Increase percentage of physiciansreceiving electronic delivery (rather thanhard copy)

Approvals

Executive Sponsor Value Stream Champion

Signature:

Date: Date: Date:

Signature: Signature:

Block#

Goal / Objective Improvement Activity

Implement standard work for referralprocess

Type OwnerImplementation Schedule (weeks) Date

Complete

Date Created

11/21/2007

Allen Ward

Sally McKinsey

Dave Parks 12/13/200710/18/2007 1/10/2008

Future State Implementation Plan

Executive Sponsor

Value Stream Champion

Value Stream Mapping Facilitator

Implementation Plan Review Dates

11/1/2007

Outpatient Imaging


47/51

D

F

D

F

DC

3 DE

C

E E A

C D .


48/51

Manufacturing Office

Customer icon Upper right Center

Supplier icon Upper left None

The thing were following Raw material, sub-assemblies,finished goodsPaper, verbal, and electronic

Information

Information Flow More structured / formalized I.T.systems Multiple I.T. systems andwork-arounds

Schedule notification Multiple points across VSM Work not scheduled

Material flow (via hollowarrow) Yes Sometimes

WIP icon Inventory triangle In-bin (if preferred)

LT determination for eachblock

Based on the time to process all ofthe accumulated WIP between

process blocks

Based on a single item passingthrough the value stream

Hands-on time to do thework Cycle Time Process Time

Quality Metric First Pass Yield (FPY) Percent Complete & Accurate(%C&A)

Takt Time Typically can be applied Applicable in areas with dedicatedresources

?


49/51

?

, 7770 #635

D , CA 92122858.677.6799

@ .: @

B & : . . /

?


50/51

. . / C D A

. . /503 404 6050

?


51/51

!

value stream mapping for office

Documents