How can you use value stream mapping to optimize a facility's layout?

Defining the problem and setting clear goals is very important. Setting correct goals ensures focus and is necessary for defining a desired future state.

Defining scope is a critical first step. Setting the scope and objectives allows you to look back and measure your outcomes, but it also reigns you in and keeps you on track. I've lead a number of projects to improve one station on an assembly line. Its easy to start moving parts and soon your trying to remap the whole assembly line, redo parts delivery, change whole processes, etc. It's fine to note those and use ideas generated to drive future projects but that initial charter with a defined scope will keep you grounded. The goal is maximized results within the scope of the project, not mediocre results all over the place.

Floor layout is designed to minimize movement between steps. It might seem unimportant but there are companies where the "next" step was at the opposite end of the factory. Someone must "Transport" the materials from A to B - all that time being 100% waste. Not only that, but after observing a few "movements", it becomes obvious the estimated 3 minutes to get there becomes much longer. Jimmy stops to chat to Tommy and Joan for while! Networking? Such layouts are often caused by discovering the "only" location for the equipment is not the best one for an efficient process. We need to look beyond ease of installation. One trip will make no difference to production time but 100 trips a day will become a serious time loss. Steve

Definitely, Defining the scope and objectives should be the first step but we need some ask ourselves some questions before this step: 1. From where could I know the area needed to be mapping? The answers will comes from top management by appointing this area OR coming from the strategical objectives of the organisation OR the area manager asks for some improvement in his area OR a results of monitoring process OR more than one from the above. Then the objectives should be SMARTER. This should be done by a confidence team/teams. The team identify the area needed improvement, the exact process and the VSM team.

Como start de um VSM é fundamental esclarecer aos participantes (equipe multidisciplinar) o escopo (delimita??o do estudo) e também os objetivos (metas que se pretende alcan?ar), pois no decorrer, caso se tenha dúvidas o mediador puxa a equipe novamente para o “caminho certo”. Afim de concluir o VSM conforme planejado.

Use always the reverse flow method to map…this will help in seeing your process itself in new ways. Go backwards…it will be interesting

Start by selecting a product or service to be mapped and identify the scope of the VSM. Gather a cross-functional team familiar with the process being analyzed. Begin mapping the current state by drawing a detailed visual representation of the entire value stream, from initial customer request to product or service delivery Document every step, including material and information flows, process times, inventory levels, and cycle times. Use standardized symbols to represent various process steps, inventory, delays, and information flow. Engage team members to collect data, observe the process, and gather accurate information. Analyze the mapped current state to identify inefficiencies, bottlenecks, waste, and opportunities for improvements

O mapeamento do estado atual no Value Stream Mapping (VSM) é uma prática crucial para compreender e otimizar os processos. Ele oferece uma vis?o clara de como as atividades est?o sendo executadas, identificando gargalos, desperdícios e oportunidades de melhoria. Ao proporcionar uma compreens?o visual do fluxo de valor, o VSM no estado atual serve como ponto de partida para implementar mudan?as significativas e alcan?ar uma opera??o mais eficiente e orientada para o valor.

Value stream maps shows how process steps are being performed at different stages. It helps to identify NVA activities in the process. One of the waste it identifies is motion waste and transportation waste. These waste can be eliminated with effective design of plant layout. Thus VSM helps to optimize the plant layout for effective space utilization.

Mapping the current state will help you compare to existing documentation, SOP’s and engineering documentation. You’ll be surprised to find duplicate effort and manpower wasted on things that are not required. Likewise you’ll find things that you should be doing but are not.

After completing the current state, we should identify the Opportunities and waste in our current waste and develop a project plan to eliminate these to make our facility layout optimize. In Optimizing facility layout normallay the biggest hurdles are the inventory Points, mostly we come to know that we are carrying too much inventory which is resulting in ineffectiveness of facility layout. so we have to work on streamlining those inventory points to make an efficient layout, we can use super market concept for that

Waste can come in the form of time, material, and labor. But it may also be related to the utilization of skill-sets as well as poor planning. VSM helps to optimize process steps and eliminating waste, only true value is added at each phase of production.

In value stream mapping, wastes are typically identified through a keen observation of the entire process flow. These wastes, often categorized under seven types in Lean methodology (transportation, inventory, motion, waiting, overproduction, over-processing, and defects - TIMWOOD), can be pinpointed by looking for inefficiencies, redundancies, delays, unnecessary movement, excess inventory, or defects in the workflow. They manifest as anything that doesn't directly contribute to the value delivered to the customer. Streamlining the value stream involves scrutinizing each step, understanding its necessity, and seeking ways to eliminate or reduce these wastes to enhance overall efficiency and productivity.

Go & see how the VSM reflects the reality. With this you can validate the map and identify wastes on the way. Use a Go & see notes template for each participant. This will ensure that the future state map will be more specific.

1. Tras mapear el estado actual, identifico desperdicios y oportunidades de mejora. 2. Reconozco el desperdicio es cualquier actividad que consume más recursos o no aporta valor al cliente. 3. Uso herramientas como los 5 porqués, el análisis de Pareto y el análisis de causa raíz para identificar las fuentes y causas del desperdicio. 4. Intento encontrar una relación causa-origen entre los desperdicios para atacar de manera más efectiva las causas. 5. Priorizo situaciones que son más sencillas de atacar y que tienen más impacto, dándoles un nombre, un apellido y fecha 6. Busco oportunidades para aumentar el valor, como reducir el tiempo de entrega, mejorar la calidad, aumentar la flexibilidad.

VSM es una herramienta LEAN que facilita desarrollar e implementar los proyectos de mejora detectados en el análisis del mapeo de los procesos de producción presente nos facilita tener un truth north logrando obtener óptimos costos en cada una de las etapas del desarrollo de los procesos y ver proyectado el impacto cuantificable

1. Tras identificar el desperdicio y las oportunidades, mi objetivo es mapear el estado futuro del dise?o y procesos, minimizando el desperdicio y maximizando el valor. 2. Utilizo herramientas lean para dise?ar procesos más eficientes 3. Al mapear el estado futuro, establezco etapas de entrega y defino los beneficios esperados de cada oportunidad, lo que me permite establecer métricas y entregables perceptibles. 4. Incluyo en mi mapa de estado futuro los resultados esperados y las métricas de mejora, como la reducción del inventario, el aumento del rendimiento, la reducción de costos y la mayor satisfacción del cliente. 5. Mi objetivo final es mejorar la eficiencia, la calidad y la satisfacción del cliente, mejorando el rendimiento general

Implementation is the complex but simple part of a VSM, a well-led and committed team will accomplish this task easily. Monitoring improvements is the most important part of implementation, since this will help us see the impact and sustainability of the improvements.

A control plan will help you monitor and maintain the positive changes made during your value stream mapping exercise. Doing things like creating a reaction plan to known failure modes, clearly defining pass/fail criteria and required equipment in your control plan can help maintain the standard you created in your VSM.

1. Para el seguimiento realizaré reuniones breves y regulares para revisar el progreso y solucionar problemas. 2. Se establecerán prioridades y se asignarán recursos para situaciones emergentes, fomentando la colaboración para resolver problemas. 3. Desarrollaré un plan de acción que detalle los pasos, recursos, responsabilidades y plazos para implementar los cambios. 4. La comunicación con las partes interesadas será esencial para garantizar su aceptación y apoyo. 5. Supervisaré los resultados de la implementación utilizando las métricas definidas, comparando el rendimiento de los estados actuales y futuros. 6. Finalmente, revisaré y actualizaré el mapa de flujo de valor para responder a las cambiantes necesidades del negocio.

Whatever the points here mentioned is all are good but it couldn't work if it will not implement & executed properly. So execution is important with all above parameters

Should also capture future state related actions, prioritize and with assignments and due dates. This ensure non-value add items are eliminated out from the entire value-stream!

Sometimes the nature of the process will drastically affect the factory layout. In this case, the factory was carrying out multistage chemical reactions. It happened that one step involved highly flammable gases, and had to be carried out several hundred metres from the rest of the plant to reduce risk. This step could not be left till last in the processing sequence. Fortunately, the input and output were liquids and so could be stored in bulk and pumped as required. It was also found that the stage in question was a capacity constraint, making it critical for business as well as safety performance.

The unique selling point of lean principles and VSM, as an important tool of lean, is the fact that it was designed for everyone in the organization. Everyone through out the organization’s hierarchy. Therefore, simplifying the content, the presentation style and the targeted cost & impact will assure everyone’s commitment to VSM as a common communication language between colleagues for discussing thoughts and improvement events.

Value Stream Mapping is a powerful tool for optimizing a facility’s layout. The process starts by defining clear scope and objectives, followed by mapping the current state of operations. Identification of waste and opportunities paves the way for mapping the future state. Implementation of changes is then executed with meticulous monitoring to ensure the intended optimization goals are achieved.

Best way to optimize the layout is to map every process and link it to fixed and variable cost. Inline with the business strategies decide on the 80:20 chart and focus on high impact parameters.