Value Stream Mapping - 3 days on site.

The course helps you to train people in all parts of a VSI project and not just Value-Stream Mapping (VSM).  Like any good tool, VSM is only as good as the purpose it serves. The course is based on the principle that VSM will have its greatest impact only when it helps real people dramatically improve real value streams that have a real impact on the heart of their business.  In the course we've provided you with both the blueprint AND the construction tools.

What is covered in the Lean Warehousing Value Stream Mapping Course

• Select and scope a Value Stream Improvement (VSI) Project that really matters to the business.
  
  
• Conduct a training workshop for all of the key people in the VSI project that produces a Current State Map with problems in the process flow clearly identified, a vision of the Future State that is reviewed by leadership and a detailed action plan with a management commitment to support the recommended value stream changes.
  
  
• Produce a 60 to 90 day implementation plan that creates meaningful, sustained warehouse results.
  
  
• Project Preparation
• Module 1: Current-State Mapping
• Module 2: Future-State Mapping
• Module 3: Implementation Planning
• Project Preparation
• Resource Visuals
  
  
• Within each section are working Word and Excel template versions of every form, worksheet or table used in every phase of a VSI Project!

The Five Steps of Lean VSM

Step 1: Specify Value
Define value from the perspective of the final customer. Express value in terms of a specific product, which meets the customer's needs at a specific price and at a specific time.

Step 2: Mapping
Identify the value stream, the set of all specific actions required to bring a specific product through the three critical management tasks of any logistics, supply chain or warehouse: the problem-solving task, the information management task, and the physical transformation task. Create a map of the Current State and the Future State of the value stream. Identify and categorize waste in the Current State , and eliminate it!

Step 3: Flow
Make the remaining steps in the value stream flow. Eliminate functional barriers and develop a product-focused organization that dramatically improves lead-time.

Step 4: Pull
Let the customer pull products as needed, eliminating the need for a sales forecast.

Step 5: Perfection
There is no end to the process of reducing effort, time, space, cost, and mistakes. Return to the first step and begin the next lean transformation, offering a product which is ever more nearly what the customer wants.

5 S's

Sort – Seiri, The first S focuses on eliminating unnecessary items from the workplace. An effective visual method to identify these unneeded items is called red tagging. A red tag is placed on all items not required to complete your job. These items are then moved to a central holding area. This process is for evaluation of the red tag items. Occasionally used items are moved to a more organised storage location outside of the work area while unneeded items are discarded. Sorting is an excellent way to free up valuable floor space and eliminate such things as broken tools, obsolete jigs and fixtures, scrap and excess raw material. The Sort process also helps prevent the JIC job mentality (Just In Case.)

Set In Order (Seiton) is the second S and focuses on efficient and effective storage methods.

You must ask yourself these questions:

What do I need to do my job?
Where should I locate this item?
How many of this item do I need?

Strategies for effective Set In Order are painting floors, outlining work areas and locations, shadow boards, and modular shelving and cabinets for needed items such as trash cans, brooms, mop and buckets. Imagine how much time is wasted every day looking for a broom? The broom should have a specific location where all employees can find it. "A place for everything and everything in its place."

Shine: (Seiso)Once you have eliminated the clutter and junk that has been clogging your work areas and identified and located the necessary items, the next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary in order to sustain this improvement. Workers take pride in a clean and clutter-free work area and the Shine step will help create ownership in the equipment and facility. Workers will also begin to notice changes in equipment and facility location such as air, oil and coolant leaks, repeat contamination and vibration, broken, fatigue, breakage, and misalignment. These changes, if left unattended, could lead to equipment failure and loss of production. Both add up to impact your company’s bottom line.

Standardise: (Seiketsu) Once the first three 5S’s have been implemented, you should concentrate on standardising best practice in your work area. Allow your employees to participate in the development of such standards. They are a valuable but often overlooked source of information regarding their work. Think of what McDonalds, Pizza Hut, UPS, Blockbuster and the United States Military would be without effective work standards.

Sustain: (Shitsuke) This is by far the most difficult S to implement and achieve. Human nature is to resist change and more than a few organisations have found themselves with a dirty cluttered shop a few months following their attempt to implement 5S. The tendency is to return to the status quo and the comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and standard of work place organisation.