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Value Stream Mapping & Lean Event
Education
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Defines value from the customer’s perspective
All of the actions and tasks, both value added and non-value added, required to bring an item (an idea, information, product or service) from its inception through delivery. These include actions to process information from
the customer and actions to transform the product on its way to the customer.
Value streams vary in scope: reach beyond the enterprise to single process size
What Is a Value Stream?
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PERFECTION
PULL FLOW
VALUE STREAM
VALUE
Lean Guiding Principles
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Products, information, or services flow through a value stream In manufacturing or distribution, materials are
what flow In health services, patients are what flow
In office areas, information is what flows In service areas, external customer needs flow
through the value stream In administration, internal customer needs flow
through the value stream In many cases, the item flowing in service or
administration is a document, an order, or a request
What Flows Through the Value Stream?
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Purpose of Value Stream Mapping & Analysis Develop a common understanding of the
current process The relationship of process steps A true picture of the process
Create a baseline to measure improvements against
Define a vision of the future process Establish common leadership objectives Identify opportunities for improvement Design an implementation plan for
improvements“If you can’t describe what you are doing as a process, you don’t know what you’re doing.” W. Edwards Deming
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Value of a Value Stream Map
The Value Stream Map provides visibility of the entire process The process may cross functional
boundaries Without the map, you may focus on
the wrong areas to try to improve Sub-optimization may result
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Planning tool to optimize results of eliminating waste
Analyzing the Value Stream
+ + =LeanBasics
current state VSM future state VSM
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Key Tool: The Charter
Project Information
Leadership
Executive Steering Committee:•VP Dr. •Dr. VP•Dr. VP•Director • VP
Management Guidance:
Executive Sponsor:• VP
Co Facilitators:•XXX•YYY
Lean Coach:• ZZZ
Process Purpose
Participant/Process Representatives
Process Owners:• XXX• YYYTeam Members:•RN• RN- Primary nurse• LVN• HUC•ED tech•EVS• ED resident•ED Reg•Bed Board•Floor nurse•IT (ad hoc)
Observers: (Outsiders & next PO)•TTTT•UUUU•VVVV
Process Scope: Start/Stop
Start:
End:
Process Scope: In/Out
In Scope:
Out of Scope:
Project Goals
Problems/Case for Change
• Time
•Quality
•Pt Sat
•Cost
Project Time Frame
• Scoping Session #1 • Scoping Session #2 sponsor meeting • Scoping Session # 3 • All Team Prep Phone Con (1 hr, 11-noon)• Training day • VSM Vision & Implementation plan Follow-up• Working sessions • 14 day follow-up• 30 day follow-up/Audit (25% of Action s done)• 60 Day follow-up/Audit (50% of Actions done)• 90 Day follow-up/Audit (75% of Action s done)
Milestone/Date
Last Update: Charter Owner:
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Setting up and “Scoping” a Lean Value Stream Mapping Project
Charter and other Pre-work Roles for the VSM Team
Executive Sponsor Process Owner Lean Coach (Facilitator) Workshop Participants
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Role of the Executive Sponsor
Owns the Charter! Addresses necessary cross-functional involvement Ensures appropriate participating in the workshop
(make sure the subject matter experts are freed up full-time for the 3-day event, and part-time to implement Action Items)
Serves as a proactive roadblock buster for the project
Presents project status to leadership Participates in:
Scoping Workshop Kick-off Leadership Panel Project Reviews (30/60/90 day follow-up audits)
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Role of the Process Owner
Owns the Setup Tasks and Action Plan!
Leads VSM project from pre-scoping through implementation
Ensures action item pre-work is complete for scoping, workshop, and reviews
During VSM event, takes over ownership during Action Item assignments
Responsible for project meeting scheduling, preparation, and minutes
Documents the implementation plan after the workshop and schedules 30-, 60-, and 90-day reviews
Drives implementation plan activities for completion of the project
Provides updates to Sponsor
Monitors post-workshop process performance seeking opportunities to continuously improve and standardize work
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Role of Lean Coach
Coaches Process Owner in the application of lean principles and tools
Leads project scoping while mentoring Process Owner
Prepares Process Owner for workshop Trains team and facilitates most of the
workshop activities, sometimes with the Process Owner
Transfers lean skills to leaders and participants Helps participants track and measure future
state improvements Serves as the subject matter expert in
driving and institutionalizing lean throughout the organization
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Role of Workshop Participants
Participate in the 3-day event as Subject Matter Expert (SME) (full-time); be the change agent for implementing Action Items (part-time)
Representative staff as SME from each area that touches the process
Staff who are well respected within their area
Group of less than 15 is ideal
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Value Stream Process Steps
1. Prepare
2. Gather Data & Develop Current State
3. Develop Future State & Action Plan
4. Execute to Plan
5. Align
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Value Stream ProcessStep 1 - Prepare
Gather Preparatory Information Document the Case for Change Define the Scope (start and end of process) Identify the Requirements Review/establish Measurements
Set Logistics for Event Participants Location Materials Meals/Refreshments Etc.
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Value Stream Process
Step 2 - Gather Data (Develop Current State)
Observe and gather data Walk the value stream - see the actual work place Follow and make notes about “item” and information flow Gather data for each step in the flow
Trigger/done actual lead time output Actual cycle time on time delivery staffing Defect rate batch sizes overtime Quality variations work in process
Map the flow of items Map the flow of information Add data and issues
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Value Stream Process
Step 3 – Future State & Action Plans
Discuss the ideal state
Develop the future state map
Develop action plans & cadence tracking Build draft time line for implementation
Communication & training as required
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Action Plan Template
#
Process Step or
FunctionOriginal Problem Action Items
Person Responsibl
e
Due Date
Metrics and Comments
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
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Value Stream ProcessStep 4 – Execute to Plan
Implement improvements Conduct Workshops, events, projects, bursts per
implementation plan
Achieve value stream objectives
Create an environment of continuous improvement
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Value Stream ProcessStep 5 – Align
Conduct Value Stream Alignment Meeting Periodic basis (based on action plan schedule)
Agenda Review event implementations & results Review impact to value stream metrics (individual events and
overall) Review next quarter events Review changes in business environment Communicate results Update value stream as required Update implementation plan as required Address resistance and sustainment issues
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Value Stream ProcessAdditional Tips for Success
Capture as you go: Issues Acronyms / terminology Parking Lot issues Action items
Establish a time each day for Leadership to visit the workshop Status update Ask questions Barrier busting
Capture at the end of each day: Lessons Learned Agenda for next day
Champion summarization for Leadership at end of each day (email):
Team accomplishments for the day Agenda for next day
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A Simple Example
Pick Up Paper Walk to Stapler Staple Paper
Walk to Desk Put Down Paper
Time: 1 sec.Distance: 0
Time: 5 sec.Distance: 20 ft.
Time: 5 sec.Distance: 20 ft.
Time: 2 sec.Distance: 0
Time: 1 sec.Distance: 0
Total Time: 14 sec.Total Dist: 40 ft.Value Added Time: 4 sec.Value Added Dist: 0
Value Added Time: 28%
Info: Where to place stapleInfo: Location of stapler
Excess Travel
Customer Need:Stapled pages
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Emergency Room – Current State
Wait
Out Patient
RegistrationTaken to ER
Room
Nurse Examines
Patient
Doctor Examines
Patient
Nurse brings Medical Supplies
Doctor Treats Patient
Patient Goes Home
Patient Hospital Records
Attending Nurse
Attending Physician
Material Flow
Information Flow
Go to Waiting
Area
Wait Wait Wait Wait
Insurance Company
Departing Instructions
Wait
Available Room
Patient history Vital Statistics
Patient history Vital Statistics
Treatment Information
Diagnosis & Supply Needs
Treatment Information
Insurance InfoNature of Injury
Patient history
Patient Info
Patient ready for Treatment
Patient history
Vital Statistics
Diagnosis & Departing Inst.
Departing Instructions
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Emergency Room – Current State
Add data for Material and Information Flows
Out Patient Registration
Taken to ER Room
Nurse Examines
Patient
Doctor Examines
Patient
Nurse brings Medical Supplies
Doctor Treats Patient
Patient Goes Home
Patient Hospital Records
Attending Nurse
Attending Physician
Material Flow
Information Flow
Go to Waiting
Area
Wait Wait Wait Wait
Insurance InfoNature of Injury
Patient history
Patient ready for Treatment
Patient history Vital Statistics
Available Room
Patient Info
Patient history Vital Statistics
Patient history Vital Statistics
Patient history Vital Statistics
Treatment Information
Diagnosis & Supply Needs
Diagnosis & Departing Inst.
Insurance Company
Treatment Information
Total Cycle Time = 3.4 to 6.3 hrsTouch Time = 1.2 to 1.8 hrsQueue Time = 2.0 to 4.5 hrs9 Process Steps6 Wait Points
Departing Instructions
Departing Instructions
Wait
MAT'L FLOWTrigger:Done:Yield:Flow Time:MCT:Queue Time:# of People:
INFO FLOWFrom/To:Frequency:Yield Rate:Queue Time:FTE's:TCT:MCT:
MAT'L FLOWTrigger:Done:Yield:Flow Time:MCT:Queue Time:# of People:
INFO FLOWFrom/To:Frequency:Yield Rate:Queue Time:FTE's:TCT:MCT:
MAT'L FLOWTrigger:Done:Yield:Flow Time:MCT:Queue Time:# of People:
INFO FLOWFrom/To:Frequency:Yield Rate:Queue Time:FTE's:TCT:MCT:
MAT'L FLOWTrigger:Done:Yield:Flow Time:MCT:Queue Time:# of People:
INFO FLOWFrom/To:Frequency:Yield Rate:Queue Time:FTE's:TCT:MCT:
MAT'L FLOWTrigger:Done:Yield:Flow Time:MCT:Queue Time:# of People:
INFO FLOWFrom/To:Frequency:Yield Rate:Queue Time:FTE's:TCT:MCT:
MAT'L FLOWTrigger:Done:Yield:Flow Time:MCT:Queue Time:# of People:
INFO FLOWFrom/To:Frequency:Yield Rate:Queue Time:FTE's:TCT:MCT:
MAT'L FLOWTrigger:Done:Yield:Flow Time:MCT:Queue Time:# of People:
INFO FLOWFrom/To:Frequency:Yield Rate:Queue Time:FTE's:TCT:MCT:
MAT'L FLOWTrigger:Done:Yield:Flow Time:MCT:Queue Time:# of People:
INFO FLOWFrom/To:Frequency:Yield Rate:Queue Time:FTE's:TCT:MCT: INFORMATION FLOW
MATERIAL FLOW
0 30-60 5 30-120 30 0 15-30 Queue = 125-275 min
15-30 0 5 0 5 0 10-15 0 10-15 0 0 15-30 15-30 0 5 Touch =70-110 min0 0 0 0 0 5 0 0
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Remember The Value Stream Map is a plan
Helps you get from the current state to the future state
A good plan creates the opportunity for success – even if you can’t see the path to get there
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Pre-Transplant Current Value Stream Map
Undesirable Effects (UDE’s)
Total Leadtime: 270 days (ave.)
VSMExample
Used with permission from UM Health System
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Pre-Transplant Future Value Stream Map
“Kaizen Bursts” (changes to Flow)
Total Leadtime: <<90 days (ave.)
67%
Used with permission from UM Health System
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Types of Lean Events
5S Kaizen Project Do-it Burst
Value Stream
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Kaizen event 3-5 days Scope significant - can be cross-functional 6-12 people or more Quick impact
80% of improvements implemented during event
20% of improvements implemented within 30 days
Implementation per prior management agreement
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Typical Kaizen Schedule
Day 1 – Training Day 2 – Analyze Current Process Day 3 – Define New Process Day 4 – Test & Finalize New
Process Day 5 – Report Out & Celebrate
Some of these “days” may be reduced to “hours,” depending on the scope of the effort
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Burst Event
Short duration (2-4 hours) Minimal scope/Single issue 4-6 people Quick impact Intended for relatively simple tasks
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Do-It
Very short duration (1-2 hours) Simple scope/Single task 1-3 people Immediate impact No decisions or management
intervention required
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Project
Long duration (3-12 months) Complex scope Multiple departments/functions Long-term impact
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5S
Typically a 3-5 day event Provides workplace organization 6-12 people Provides framework for monitoring
& continuous improvement
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How do we know which event type to use?
Type of activity Scope of process/task Resources required
Don’t worry about fitting the event type into a specific category
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Keys to Successful Events Have the right people in the room Empower the team to make immediate
changes to the process Full participation from all team members Attack process, not people Agree on measures and how they will be
collected Review action plan frequently for
progress
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Questions?