Value Stream Mapping AGENDA Introduction to mapping Creating a Current State Map Introduction To Lean Techniques Creating a Future State Map Using a Map as a basis for Tactical Implementation Planning

Future State Value Stream Mapping THE 9 KEY QUESTIONS : 1. What are the customer requirements 2. How to apply Continuous Flow Processing 3. Which process is the pacemaker 4. How to control upstream processes 5. What size supermarkets (shop stock) are required 6. Is it sequential or fill-up pull 7. Where to level production 8. At what frequency will kanban be released 9. What further improvements can be made Talk through the slide adding personal experience.

Creating a Future State Value Stream Map THE 7 STEPS Customer Requirements Draw Process Steps Process Data Inventory Material Flow: Supplier to Manufacturer & Manufacturer to Customer Information Driving Flow & Internal Material Flow Manufacturing Lead Time & Processing Time

Icons for use in Future State FIFO I Supermarket with Prod Card & Withdrawal card First In First Out sequence flow 300 pieces 1Day XYZ corporation Kanban Post Pull Symbol Inventory Outside sources Mon + Wed CHANGEOVER Signal Kanban Min & Max Supermarket Kaizen lightening burst Truck Shipment Supermarket with Prod Card PUSH arrow Production Control Information System VSM Symbols These are icons used for design of future state Talk through the slide adding personal experience. abc OXOX 4 Production Control Electronic information flow Level loading Production Manual Information flow Sequenced-Pull Ball Ref.ppt

Go to white board and change current state to future state. Ask the delegates to draw it with you

Production Lead Time = 26.6 days Current State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite MRP 320 pieces/ month 200 A1 120 A2 500 ft coils 16 pieces/ day Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 1 x Daily Daily shipping plan I I I I I I Inventory (cont....) Participants to read inventory counts from data sheet. Repeat each item as you write it on the whiteboard. Encourage participants to avoid average data. Draw inventory triangle. Record inventory quantity. Label the map in the lower right-hand corner. Stamping Spot weld # 1 Spot weld # 2 Assembly # 1 Assembly # 2 Shipping 5 days 150 A1 24 A2 42 A1 6 A2 16 A1 18 A2 42 A1 6 A2 27 A1 14 A2 10 T Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x Cycle time= 39 minute Change over=10 min. Uptime =100% 1 x Cycle time= 46 minute Change over=10 min. Uptime =80% 1 x Cycle time= 62 minute Change over=0 min. Uptime =100% 1 x Cycle time= 40 minute Change over=0 min. Uptime =100% 1 x Production Lead Time = 26.6 days Processing time = 188 mins 5 days 10.9 days 3 days 2.1 days 3 days 2.6 days 1 minute 39 minute 46 minute 62 minute 40 minute Slug Brackets Stamping Currents State Map Date : .

Production Lead Time = 26.6 days Add Takt Calculation Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite MRP 16 pieces/ day 320 pieces/ month 200 A1 120 A2 500 ft coils Weekly plan Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins 2 shifts Tuesday and Thursday Pack size = 1 x 1 x Daily Daily shipping plan I I I I I I Highlight the takt calculation added previously. Draw a supermarket icon and explain the potential benefits. Stamping Spot weld # 2 Spot weld # 2 Assembly # 2 Assembly # 1 Shipping 5 days 150 A1 24 A2 42 A1 6 A2 16 A1 8 A2 42 A1 6 A2 27 A1 14 A2 10 T Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x Cycle time= 39 minute Change over=10 min. Uptime =100% 1 x Cycle time= 46 minute Change over=10 min. Uptime =80% 1 x Cycle time= 62 minute Change over=0 min. Uptime =100% 1 x Cycle time= 40 minute Change over=0 min. Uptime =100% 1 x Production Lead Time = 26.6 days Processing time = 188 mins 5 days 10.9 days 3 days 2.1 days 3 days 2.6 days 1 minute 39 minute 46 minute 62 minute 40 minute Slug Brackets Stamping Currents State Map Date : .

Where is Continuous Flow Possible? DRAW ON FLIP CHART 62 min. 57.5 min. Takt 46 min. 40 min. 39 min. We need to understand where continuous flow is possible. Draw the balance chart showing each of the processes. Circle the stamping and explain that because the stamp services many parts it cannot become part of the dedicated flow. 1 min. Stamp SW 1 SW 2 Assy. 1 Assy. 2

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 1 x Daily Daily shipping plan I I I I I I Add the bits as you go. Explain each one. Stamping Spot weld # 2 Spot weld # 2 Assembly # 2 Assembly # 1 Shipping 5 days 150 A1 24 A2 200 A1 6 A2 16 A1 8 A2 42 A1 6 A2 27 A1 14 A2 10 T Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x Cycle time= 39 minute Change over=10 min. Uptime =100% 1 x Cycle time= 46 minute Change over=10 min. Uptime =80% 1 x Cycle time= 62 minute Change over=0 min. Uptime =100% 1 x Cycle time= 40 minute Change over=0 min. Uptime =100% 1 x Production Lead Time = 26.6 days Processing time = 188 mins 5 days 10.9 days 3 days 2.1 days 3 days 2.6 days Slug Brackets Stamping Currents State Map Date : .

Where is Continuous Flow Possible? DRAW ON FLIP CHART 62 min. 57.5 min. Takt 46 min. 39 min. 40 min. We need to understand where continuous flow is possible. Draw the balance chart showing each of the processes. Circle the stamping and explain that because the stamp services many parts it cannot become part of the dedicated flow. Can we flow between the 2 spot weld stations, can they pass parts directly to each other. 1 min. Stamp SW 1 SW 2 Assy. 1 Assy. 2

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Weekly plan Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins 2 shifts Tuesday and Thursday Pack size = 1 1 x Daily Daily shipping plan I I I I I I Add the bits as you go. Explain each one. Both can change at the same time. Uptime on 2 needs improvement add Kaizen burst. Stamping Spot weld # 2 Spot weld # 2 Assembly # 2 Assembly # 1 Shipping 5 days 150 A1 24 A2 200 A1 6 A2 16 A1 8 A2 42 A1 6 A2 27 A1 14 A2 10 T Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x Cycle time= 39 minute Change over=10 min. Uptime =100% 1 x Cycle time= 46 minute Change over=10 min. Uptime =80% 1 x Cycle time= 62 minute Change over=0 min. Uptime =100% 1 x Cycle time= 40 minute Change over=0 min. Uptime =100% 1 x Production Lead Time = 26.6 days Processing time = 188 mins 5 days 10.9 days 3 days 2.1 days 3 days 2.6 days Slug Brackets Stamping Currents State Map Date : .

Where is Continuous Flow Possible? DRAW ON FLIP CHART 62 min. 57.5 min. Takt 46 min. 39 min. 40 min. We need to understand where continuous flow is possible. The assembly operations are manual we should be able to achieve continuous flow between them? 1 min. Stamp SW 1 SW 2 Assy. 1 Assy. 2

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 1 x Daily Daily shipping plan I I I I I I Add the bits as you go. Explain each one. Explain the saving in lead time. So far 3.8 days. Lean thinkers try to establish as much continuous flow as possible. Stamping Spot weld # 2 Spot weld # 2 Assembly # 2 Assembly # 1 Shipping 5 days 150 A1 24 A2 200 A1 6 A2 16 A1 8 A2 42 A1 6 A2 27 A1 14 A2 10 T Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x Cycle time= 39 minute Change over=10 min. Uptime =100% 1 x Cycle time= 46 minute Change over=10 min. Uptime =80% 1 x Cycle time= 62 minute Change over=0 min. Uptime =100% 1 x Cycle time= 40 minute Change over=0 min. Uptime =100% 1 x Production Lead Time = 26.6 days Processing time = 188 mins 5 days 10.9 days 3 days 2.1 days 3 days 2.6 days Slug Brackets Stamping Currents State Map Date : .

Where is Continuous Flow Possible? Ideal No. Of Operators = Total Work Content Takt Time e.g. Ideal No. Of Operators = 187 minutes of work 57.5 minutes Takt = 3.25 operators = 4 = target of 3 We need to understand where continuous flow is possible. Can we join spot weld to assy. In flow? What is the total work content? What does this mean? Explain that by adding all the process time together it gives us 187 minutes worth of work. Divide this by the Takt of 60 minutes, this equals the ideal number of operators = 3.25 Traditional manpower planners would say we need 4, but 4 would be adding a significant amount of waste into the system. Lean thinkers say 3 and reduce the work content through kaizen. And achieve flow with 3. x

Where is Continuous Flow Possible? DRAW ON FLIP CHART (55 X 3) + 22 = 187 minutes 57.5 min. Takt Takt 55 55 55 Cycle Time 16 min. 18 min. SW 2 25 min. Assy. 2 Assy. 1 We need to understand where continuous flow is possible. What we would like is to give each operator 55 minutes of work each. This would be achievable with a good kaizen process in the company. This should be possible because we spend a lot of time fetching bits. Reasons for a reduced cycle time can be :- Allows some time for inefficiency because cycling to takt can be dangerous in a production system that shows a degree of instability. it can be the start of the kaizen cycle for the reduction of man hours can be an indication of the flexibility in the system. 39 min. 30 min. 37 min. 22 min. 1 min. SW 2 SW 1 Assy. 1 Assy. 2 Stamp

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 1 x Daily Daily shipping plan I I I I I I Add the bits as you go. Explain each one. We need to also look at change over ( kaizen burst) Stamping Spot weld # 2 Spot weld # 2 Assembly # 2 Assembly # 1 Shipping 5 days 150 A1 24 A2 200 A1 6 A2 16 A1 8 A2 42 A1 6 A2 27 A1 14 A2 10 T Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x Cycle time= 39 minute Change over=10 min. Uptime =100% 1 x Cycle time= 46 minute Change over=10 min. Uptime =80% 1 x Cycle time= 62 minute Change over=0 min. Uptime =100% 1 x Cycle time= 40 minute Change over=0 min. Uptime =100% 1 x Production Lead Time = 26.6 days Processing time = 188 mins 5 days 10.9 days 3 days 2.1 days 3 days 2.6 days Slug Brackets Stamping Currents State Map Date : .

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 Daily shipping plan 1 x Daily Weld+ assy. I Add the bits as you go. Explain each one. Rub out all the other stuff so it looks like this. We also decided to have 2 days worth of finished goods. Stamping is not part of the flow so we need a supermarket to schedule it. Stamping Shipping 5 days TT= 60 minute 10 T C/T=55 min Work content To 55 min. 2 days 4 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O Target 3 Ops Slug Brackets Stamping Currents State Map Date : .

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 Daily shipping plan 1 1 x Daily Weld+ assy. I Add the bits as you go. Explain each one. We need bits with the operators so that they can add value more frequently. To achieve this we can introduce ‘material handlers’ Explain material handlers and what they do. Stamping Shipping 5 days TT= 60 minute 10 T C/T=55 min Work content To 55 min. 2 days 4 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O Target 3 Ops Slug Brackets Stamping Currents State Map Date : .

Drawing a Future State Map Customer 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 Daily shipping plan 1 1 1 x Daily Weld+ assy. I Add the bits as you go. Explain each one. We need bits with the operators so that they can add value more frequently. To achieve this we can introduce ‘material handlers’ Explain material handlers and what they do. Explain what a production Kanban is. Explain what a withdrawal Kanban is. Stamping Shipping 5 days TT= 60 minute 10 T C/T=55 min Work content To 55 min. 2 days 4 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O Target 3 Ops Slug Brackets Stamping Currents State Map Date : .

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 Daily shipping plan 1 batch 1 x Daily Weld+ assy. I Add the bits as you go. Explain each one. Explain that it’s not practical for the stamping process for us to produce exactly to kanban requirements because stamping needs a 1 hour change over. We overcome this by managing the optimum inventory through minimum batch quantities to achieve flow for all the processes that it supplies. Stamping Shipping 5 days TT= 60 minute 10 T C/T=55 min Work content To 55 min. 2 days 4 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O Target 3 Ops Slug Brackets Stamping Currents State Map Date : .

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 Daily shipping plan 1 batch 1 x Daily Weld+ assy. I Add the bits as you go. Explain each one. Explain that at this process we have determined the batch size by introducing the concept of (EPEI) therefore we want every part every day. This then determines the supermarket stock level of 1 days worth but, to be on the safe side we will add half a days worth in case of any problems that may occur until we are fully confidant in the system. The batch kanban tells stamping to change over for the next product. Write 1 ½ days under the stamping supermarket. Stamping Shipping 5 days TT= 60 minute 10 T C/T=55 min Work content To 55 min. 2 days delivery trays 1.5 days 4 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O Target 3 Ops Slug Brackets Stamping Currents State Map Date : .

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pack size = 1 Daily Shipping plan 1 batch 1 1 1 x Daily 1 Weld+ assy. I Add the bits as you go. Explain each one. Shipping takes 46 trays out of the assy. Supermarket each day and prepares (stages) them ready for dispatch. This releases 46 kanbans to assembly. Sending 46 kanbans back to assembly is not very good. This way sends us back to working close to a mass production environment again. What can we do? Stamping Shipping 5 days TT= 60 minute 10 T C/T=55 min stage Work content To 55 min. 2 days delivery trays 1.5 days 4 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O Target 3 Ops Slug Brackets Stamping Currents State Map Date : .

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Weekly fax Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Tuesday and Thursday Pitch = 57.5 mins Pack size = 1 Daily Shipping plan 1 OOXXOOXX batch 1 1 1 1 x Daily 1 2 Weld+ assy. 4 3 I Add the bits as you go. Explain each one. Of course we need to level the production onto the assembly process in a sequenced. Assembly only need one kanban at a time and in the right sequence to achieve the customer requirement. Explain the steps the material handler goes through. Picks up next kanban at the leveling box Takes the kanban to assembly to tell them what the next 1 minutes production will be Picks up the latest 1 minutes worth of completed work (1 pitch worth) Takes the finished pieces to the supermarket Explain the load leveling box. Ask: how long will it be before we become aware of any production problems? 1 minutes this equals our management time frame. Stamping Shipping 5 days TT= 60 minute 10 T C/T=55 min stage Work content To 55 min. 2 days delivery trays 1.5 days 4 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O Target 3 Ops Slug Brackets Stamping Currents State Map Date : .

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins Weekly plan 2 shifts Daily Pitch = 57.5mins Pack size = 1 Daily Shipping plan 1 OOXXOOXX batch 1 1 1 x Daily 1 Weld+ assy. Add the bits as you go. Explain each one. The next supermarket comes from the supplier. Through negotiations. Change the requirement to daily plus ½ days worth of comfort stock. Delivery changes to daily Stamping Shipping TT= 60 minute 10 T C/T=55 min stage Work content To 55 min. 2 days delivery trays 1.5 days 1.5 days 4 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O Target 3 Ops Slug Brackets Stamping Currents State Map Date : .

Drawing a Future State Map Customer Coils r us 6 week forecast 30/ 60/ 90 day forecast Production Planning Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins 2 shifts Daily Pitch = 57.5 mins Pack size = 1 1 OOXXOOXX Daily Shipping plan batch 1 1 1 x Daily 1 Weld+ assy. Stamping Summarise what has happened through the transformation. Add a new time line and compare the results Shipping TT= 60 minute 10 T C/T=55 min stage Work content To 55 min. 2 days delivery trays 1.5 days 1.5 days 4 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O 5 days Target 3 Ops 166 minutes 1.5 days 1.5 days 2 days 1 min 165 min Slug Brackets Stamping Currents State Map Date : .

Value Stream Mapping Delegates to design own future state map This is where you need to send the team onto the shop floor to design their own future stae map.

Developing an Improvement Plan Current State Map Gap Analysis … ... Future State Map Talk through the slide adding personal experience. WHERE WILL YOU START ?

Dividing a Future State Map Customer F.A.L. 6 week forecast 30/ 60/ 90 day forecast Supplier loop Production Planning Daily expedite 16 pieces/ day MRP 320 pieces/ month 200 A1 120 A2 500 ft coils Takt = 2(480-20)minutes = 57.5 mins 16 pieces Pitch = 57.5 mins x 1 pieces = 57.5 mins 2 shifts Daily Pitch = 57.5 mins Pack size = 1 Daily Shipping plan 1 OOXXOOXX batch 1 1 1 x Daily Pacemaker loop 1 Weld+ assy. Stamping loop Break the future state map into bite size chunks. Stamping Shipping TT= 60 minute 10 T C/T=55 min stage Work content To 55 min. 2 days delivery trays 1.5 days 1.5 days 3 x Cycle time= 1 minute Change over=1 hour Uptime =85% 1 x SW 2 uptime SW C/O 5 days Target 3 Ops 166 minutes 1.5 days 1.5 days 2 days 1 min 165 min Slug Brackets Stamping Currents State Map Date : .

Value Stream Mapping AGENDA Introduction to mapping Creating a Current State Map Practical Exercise Introduction To Lean Techniques Creating a Future State Map Using a Map as a basis for Tactical Implementation Planning

Why Have a Formal Plan to Achieve the future State? To set the team direction To show a relevant level of detail to those concerned - NB. each loop will have it’s own execution schedules within the implementation plan To encourage regular reviews for signs of QCD problems - slippage's, early deliveries, continued ownership To formalise commitment from key people: Facility Manager Value stream manager The Unions Manufacturing Engineering Maintenance Process Engineering Purchasing Talk through the slide adding personal experience. The key elements of a Value Stream’s Implementation plan are shown in the following example.

Example - Tactical Implementation Plan (T.I.P.) Type of TIP and Model Line Level 1 Activity 5C Activity Responsible People Level 2 Detailed Actions Timebased Schedule of activities Category Please see ‘tactical implementation plans’ workshop Talk through the slide adding personal experience.

Summary Use the 7 steps to draw a current state Value Stream Map. Collect data across a value stream. Use the 7 steps to draw a current state Value Stream Map. Use the 9 questions and 7 steps to draw a future state Value Stream Map. Identify your Material/Information loops. Decide the order to tackle the loops. Write the Tactical Implementation Plan Set objectives for each loop as required to achieve the future state Set measurable goals for each objective Use the 9 questions within each loop to set an order of work Set milestones and write up the plan Get formal agreement from all concerned The leader of each work stream should produce their own execution schedule showing how to achieve each goal by it’s milestone. Talk through the slide adding personal experience.

Value Stream Mapping AGENDA Introduction to mapping Creating a Current State Map Practical Exercise Introduction To Lean Techniques Creating a Future State Map Using a Map as a basis for Tactical Implementation Planning

Summary Just do it !