E12 1 value-stream-mapping-final-web

TRP 3
Value Stream Mapping in the
Chemical Industry
IAMC Toolkit
Innovative Approaches for the Sound Management of
Chemicals and Chemical Waste

Introduction
SMEs manufacturing chemical products have challenges
reducing waste (time, resources, personnel) which affects the
company’s profit.
Value Stream Mapping (VSM) is a tool which maps the entire
business (including sales, material procurement, production
and delivery) and identifies key areas of waste and their root
causes.
The reader will learn how to use VSM in the chemical
industry to reduce waste, decrease variable and raw material
costs and increase business productivity.
UNIDO│IAMC Toolkit│Images may not be copied, transmitted or manipulated 2

Contents
1. The Value Stream Map
 Key Idea
 Key Components
 How can VSM help Companies?
 “Must Knows” for VSM
2. VSM Symbols
 Process Boxes and Data Boxes
 Material Flow
 Information Flow
 Timeline

Topics
3. Generating the Map
 Getting Started
 Steps and Calculation of Key Data
 Example VSM
4. VSM Good Practices
 Parallel Equipment
 Logical Flow versus Geographic Arrangement
5. Key Messages
6. Glossary

The Value Stream Map
 The Value Stream Map
 VSM Symbols
 Generating the Map
 VSM Good Practices
 Key Messages
 Glossary

Key Idea (1)
What is a value stream map (VSM)?
VSM is a specific type of flowchart used to depict material
and information flow throughout a production process.
What is its objective?
VSM helps you to:
 Improve your understanding of the processes, inventory
flows and causes of waste
 Make decisions to improve your performance on the basis
of an idealized “future state” map
1. The value Stream Map 2. 3. 4. 5.

Key Idea (2)
How is it generated?
Value stream mapping builds on an existing Process Flow
Diagram (PFD) by:
 Drawing a visual representation of every process step
 Asking a set of key questions
 Drawing a „future state” map of optimized processes
This is done using a predefined set of standardized icons.
 A VSM enables you to identify and to plan to eliminate
waste in your production process.

Key Components (1)
 A Value Stream Map (VSM) is a flow diagram of an entire
production process
 It consists of three key components:
Material
flow
Information
flow
Time
line
Flow from raw material to
finished goods
What has to be produced and
when it has to be produced
Ratio of value-added time (VAT)
to non-value-added time (NVAT)
Source: ISSPPRO

Time line
Material
flow
Key Components (2)
Customers,
DistributorsSuppliers
Sheet Forming SlittingBonding Chopping Packaging
Production
Supervisor
Demand
Management
Process
Customer
Service
Representatives
Sales &
Operations
Planning
Information
flow
I I I I I
15 Min 18 Min 10 Min 6 Min 8 Min
11 Days 12 Days 7 Days 3 Min 42 Days16 Days
Source: based on King

How can VSM help Companies? (1)
VSM and the design of an optimized future state help to:
Visualise the flow
 Get a clear overall picture of material and information flow
and where they touch
 Develop a sense of flow, inventory and bottlenecks
Create understanding how
 Value is created for the customer
 The entire production process operates rather than
individual units

VSM and the design of an optimized future state help to:
Identify waste in all areas of production
 Identify key areas of waste in the production process
 Identify which and how much waste is generated
 Identify the root causes for waste
Improve business performance
 Increase productivity
 Reduce material and energy waste
 Decrease variable and material costs
 The “future state” map is essential for this step. Its
optimized state serves as a target for all improvement
activities!

Example of VSM improving efficiency: Woodfold
Manufacturing, Inc.
 Manufacturer of custom wood products located in Forest
Grove, USA.
 Woodfold implemented many of the improvement
opportunities identified in the VSM, and achieved the
following results:
 Saved about $44,800 per year, including $34,700 per year
from improvements to paint spray transfer efficiency.
 Found a local recycler for PVC scrap, diverting 6 tons per
year of solid PVC waste from the landfill.
 Reduced volatile organic compound (VOC) emissions by
nearly 454 kg per year.
Source: EPA: The Lean and Chemicals Toolkit

“Must Knows” for VSM
In order to properly make a Value Stream Map, you should
know…
 Units of production
 Takt time
 Cycle time (C/T)
… of all processes in the entire production process.

Units of Production
Units of production
 Express production volume
 Are needed to calculate takt and capacity
 May change from one production process to the next
 Also conversion factors between those different units may
change during the process
 Define takt and capacity with the units most related to
throughput capability of a piece of equipment

Takt Time
Takt
 Expresses total customer demand as a time factor
 Reflects the time within which a part or lot is needed
 Means rhythm in German
 The ideal production process is completely synchronized
with the rhythm of customer demand
 Example: one car per day is produced and the Dealer can
sell one car per day  ideal production process
𝑇𝑎𝑘𝑡 𝑡𝑖𝑚𝑒
𝑚𝑖𝑛
𝑢𝑛𝑖𝑡
=
𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑤𝑜𝑟𝑘 𝑡𝑖𝑚𝑒 𝑝𝑒𝑟 𝑝𝑒𝑟𝑖𝑜𝑑
𝑚𝑖𝑛
𝑑𝑎𝑦
𝑎𝑣𝑒𝑟𝑎𝑔𝑒 𝑐𝑢𝑠𝑡𝑜𝑚𝑒𝑟 𝑑𝑒𝑚𝑎𝑛𝑑 𝑜𝑓 𝑝𝑟𝑜𝑑𝑢𝑐𝑡𝑠 𝑝𝑒𝑟 𝑝𝑒𝑟𝑖𝑜𝑑
𝑢𝑛𝑖𝑡𝑠
𝑑𝑎𝑦

Cycle Time
Cycle time (C/T)
 Expresses equipment capacity
 Reflects the time needed to produce a part or lot
 Indicators such as Uptime or Overall Equipment
Effectiveness (OEE) account for reduced equipment
capability of different reasons
 If cycle time equals takt time, production capability is
perfectly synchronized with demand.

Learning Objectives
Can you list and explain some benefits of VSM?
 Visualises the flow and helps to develop a sense of it
 Creates and expands understanding
 Helps in the identification of waste and its origins
 Supports improvement activities
Which parameters have to be known to create a VSM?
 Production units
 Takt time or takt rate
 Cycle time or cycle rate (=effective capacity)
?

VSM Symbols
 VSM Symbols
 Key Messages
 Glossary

Process Box and Process Step Data Box
Example: Sheet forming machine 1
Each major process
step is described by a
process box
Each process box has a
process step data box
with numerical
information on the step
Number of operators
typically working in
this step
Sheet Forming
1
1.5
Max Demo
Rate
4
Effective Capac 3.1
Takt 2.4
(Master Rolls/h)
Utilization 77%
Lead time 15 min
Yield 88%
Reliability 90%
Uptime/OEE 78%
# SKUs 12
Batch size 1 roll
EPEI 9 days
C/O time 45 min
C/O losses < 1 roll
Available time 168 h/week
Shift sched 3 x 8 x 7 Source: based on King
1. 2. Value Stream Mapping Symbols 3. 4. 5.

Process Step Data Box (1)
 C/T (Cycle time) [min/unit]:Time between releases of
parts or batches
 Takt [min/unit]: Time available to produce one unit of
product
 Utilization [%]: Measure for how fully utilized a process
step is
 Lead time [min]: The time needed for one part or lot to
complete this process step
 Yield [%]: Percentage of material entering the step that
leaves it with required quality
 Reliability [%]: The percentage of time without any
equipment failure
 Uptime [%]: Measure reflecting all sorts of time lost
Process Step Data Box
C/T ## [min/unit]
Takt ## [min/unit]
Utilization ## [%]
Lead time ## [min]
Yield ## [%]
Reliability ## [%]
Uptime ## [%]
# SKUs ## [units]
Batch size ## [units]
EPEI ## [days]
C/O time ## [min]
C/O losses ## [units]
Available time ## [h/week]
Shift sched ## [h/week]

 Number of SKUs (Stock keeping units) [units]: Number
of specific products leaving this process step
 Batch size [units]: Amount of material produced as a
single lot
 EPEI [days]: Time span over which all product types
are made
 C/O (Changeover) time [min]: Time needed to change
from one product to another
 C/O (Changeover) losses [units]: Amount of material
lost in the change from one product to another
 Available time [h/week]: Total time this process step is
planned to run
 Shift sched(ule) [h/week]: Number of hours per shift,
shifts per day and days per week
C/T ## [min/unit]
Takt ## [min/unit]
Utilization ## [%]
Lead time ## [min]
Yield ## [%]
Reliability ## [%]
Uptime ## [%]
# SKUs ## [units]
Batch size ## [units]
EPEI ## [days]
C/O time ## [min]
C/O losses ## [units]
Available time ## [h/week]
Shift sched ## [h/week]

The process data box can be
complemented by specific
environmental data, such as:
 Hazardous waste generation
 Water consumption
 Energy consumption
 Emissions generation
 Environmental, health and safety
hotspots (EHS HS)
 Can also be appropriate for
inventory data boxes!
C/T ## [min/unit]
Takt ## [min/unit]
Utilization ## [%]
Lead time ## [min]
…
Material and Energy Data
Hazardous waste ## [kg/batch]
Water consumption ## [L/batch]
Energy
consumption
## [kWh/batch]
Emissions ## [kg/batch]
EHS HS ##

Key Metrics (1)
Apart from takt and cycle time, the following parameters
are commonly indicated:
 Utilisation: Measure of how fully utilized a process step is
 Uptime: Ratio of actual production time to availability time
𝑈𝑡𝑖𝑙𝑖𝑠𝑎𝑡𝑖𝑜𝑛 [%] =
𝑐𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒
𝑚𝑖𝑛
𝑢𝑛𝑖𝑡
𝑡𝑎𝑘𝑡 𝑡𝑖𝑚𝑒
𝑚𝑖𝑛
𝑢𝑛𝑖𝑡
=
𝑡𝑎𝑘𝑡 𝑟𝑎𝑡𝑒
ℎ
𝑒𝑓𝑓𝑒𝑐𝑡𝑖𝑣𝑒 𝑐𝑎𝑝𝑎𝑐𝑖𝑡𝑦
ℎ
𝑈𝑝𝑡𝑖𝑚𝑒 % =
𝑣𝑎𝑙𝑢𝑎𝑏𝑙𝑒 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑡𝑖𝑚𝑒 [𝑚𝑖𝑛]
𝑣𝑎𝑙𝑢𝑎𝑏𝑙𝑒 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑡𝑖𝑚𝑒 + 𝑙𝑜𝑠𝑠𝑒𝑠 [𝑚𝑖𝑛]

Key Metrics (2)
Apart from takt and cycle time, the following parameters
are commonly indicated:
 Yield: Percentage of good parts leaving a process step
 Reliability: Measure of the steadiness of a machine
𝑌𝑖𝑒𝑙𝑑 [%] =
𝑚𝑎𝑡𝑒𝑟𝑖𝑎𝑙 𝑙𝑒𝑎𝑣𝑖𝑛𝑔 𝑎 𝑠𝑡𝑒𝑝 𝑤𝑖𝑡ℎ 𝑎𝑐𝑐𝑒𝑝𝑡𝑎𝑏𝑙𝑒 𝑝𝑟𝑜𝑝𝑒𝑟𝑡𝑖𝑒𝑠
𝑡𝑜𝑡𝑎𝑙 𝑎𝑚𝑜𝑢𝑛𝑡 𝑜𝑓 𝑚𝑎𝑡𝑒𝑟𝑖𝑎𝑙 𝑒𝑛𝑡𝑒𝑟𝑖𝑛𝑔 𝑡ℎ𝑒 𝑠𝑡𝑒𝑝
𝑅𝑒𝑙𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑦 [%] =
𝑡𝑖𝑚𝑒 𝑒𝑞𝑢𝑖𝑝𝑚𝑒𝑛𝑡 𝑖𝑠 𝒏𝒐𝒕 𝒅𝒐𝒘𝒏 𝑑𝑢𝑒 𝑡𝑜 𝑒𝑞𝑢𝑖𝑝𝑚𝑒𝑛𝑡 𝑓𝑎𝑖𝑙𝑢𝑟𝑒𝑠
𝑡𝑜𝑡𝑎𝑙 𝑡𝑖𝑚𝑒 𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒

Supplier Data Box
 Supplier data boxes are normally generated for high-
volume suppliers
Supplier Data Box
Order lead
time
1 week
# SKUs 6
Order lead time: Time from
replenishment order until the
material arrives
Number of SKUs: Number of
material or part types we usually
receive from this supplier
Supplier
Sales &
Operations
Planning
Production
Raw
Material
Orders
Raw
Material
Delivery

Transportation Data Box
 Include transportation data boxes for all types of
transportation steps
Transportation Data Box
Delivery
frequency
1 Car/ Day
Lot size 64 Metric tons
Transport time 7 Days
Delivery frequency:
How often shipments
are received or made
Lot size: Average
quantity shipped or
received
Transport time:
Average time from
shipment to
receipt
Process Step (Final)
Customers,
Distributors

Inventory Data Box
 Use inventory data boxes for all inventories, including raw
materials, WIP and finished products
Inventory Data Box
Average
inventory
2400
rolls (R)
Days of supply 12
# SKUs 200
Average inventory: Average
total amount of inventory of
all SKUs stored at that
stage of the process
DaDays of supply: Days of supplies that
can be assured by the inventory volume
Number of SKUs: Total
Number of SKUs
normally stored at this
stage of the process
 Environmental data can be reasonable as well!
I
Process Step 1 Process Step 2

Customer Data Box
 Customer Data Boxes tell you how much material
customers order and when they expect to receive it
Customer Data Box
Total quantity per
unit time
21M
m2/Month
TAKT 30K m2/Hour
Lead time
expectations
7 Days
Total quantity: Sum total of
all products ordered by all
customers
Lead time expectation:
Maximum time a customer
will accept between order
and delivery
Takt: Time available to
produce one unit of product
needed to fill customer
orders
Customers,
Distributors
Customer
Service Reps
Process Step (Final)
Orders
Order Grants
Finished
Products

Material Flow
Customer
Supplier 1
I
FI FO
1.5
Bonding
3
1.5
External Supplier
External Customer
Process Step
Number of Operators
assigned to a process
step
Traditional Inventory -
replenished without regard
to current contents
Inventory Managed as a
Supermarket – Replenish
only what has been pulled
Inventory Managed in a
First In – First Out mode
PUSH Material Movement –
produce and move based
on forecasts
PULL Material Withdrawal
from a supermarket
Material flow in a Pull
environment
Material to a customer or
from a supplier


Information Flow (1)
 The top half of the VSM contains the flow of all information
 Communication problems are often the limiting factor!
 Most often and commonly used icons:
Manual Information
Flow
Electronic
Information flow
Information
Processing Function
„Go See“
Adjusting schedules
based on manual
inventory checks
DEMAND
MANAGEMENT
PROCESS

Information Flow (2)
Example: Information flow portion, case study process
Calendaring
Bonding (4)
6
Quantity/ time 21M m2/Month
TAKT 30K m2/Hour
Lead time Exp 7 Days
Customers,
Distributors
Slitting (3)
5
Chopping (3)
5
Demand
Management
Process
Sales &
Operations
Planning
4
Frequency 12 Trucks/ Day
Lot size 60K m2
Transp time 3 Days
Production
Supervisor
I I I
Customer
Forecasts
(Quarterly)
Orders
Order
Grants
Customer
Service
Reps
Material
Releases
Current
Inventories
Aggregated
Demand
(Monthly)
Capacity
Forecast
(Monthly)
Master
Production
Schedule
(Monthly)
Schedule
Updates
(Daily)
Daily Production
Schedule (Weekly) Schedule
Updates (Daily)
Material Flow
Information Flow
Customer service
representatives provide real-
time information on customer
orders and inventory status
Sales and operations
planning provide
information on demand
history and forecasts
Each step is scheduled
individually without
coordination; schedules
are developed weekly
and updated daily
Wrapping
Packaging
Labelling

Timeline
The timeline
 Is a square wave in the bottom area of the VSM
 Presents the ratio of value-add (VA) and non-value-add
(NVA) time
 Is a good indicator of waste, as most of the forms of waste
add to overall lead time
Most commonly, NVA time is the top part
and VA time the bottom part of the wave
NVA time = 90 Days
VA Time = 58 Min10 Min 15 Min 15 Min 5 Min 13 Min
10 Days 16 Days 8 Days 2 Days 40 Days14 Days

Learning Objectives
Can you identify the following symbols?
Process step with 1.5 operators
Pull material withdrawal from a supermarket
Inventory managed as a supermarket
Inventory managed in a first in – first out mode
Adjusting schedules after manual inventory
checks
?
FI FO
Sheet
Forming
2
1.5

Generating the Map
 VSM Symbols
 Key Messages
 Glossary

Getting Started (1)
In order to generate a VSM, you might want to…
 Establish an interdisciplinary project team
 Decide to document current (how it works now) or future
(how it should work) state of the process
 Internal and external experts can be involved!
 “Future state” maps can be drawn in parallel to
current state maps!
1. 2. 3. VSM Symbols 4. 5.1. 2. 3. Generating the Map 4. 5.

Getting Started (2)
 Map the material flow
 Take a process walk to observe all process steps and
involve people on the floor
 Record the time and amount of materials required for
every step
 It can be helpful to select product families out of
the total product range!

Getting Started (3)
 Start drawing the VSM by hand or electronically
 Discuss, rearrange, add and modify
 Use consistent symbols for all maps!
 Direction of flow should always be from left to right!
 Find the right level of detail. If necessary, more
specific maps can be created for more complex steps!

Steps for Generating the VSM
Elaborate your VSM by
1. Starting from the PFD
2. Calculating or measuring the necessary data
3. Adding
 Material flow
 Information flow
 Time line
PFD
Material
flow
Information flow Time line VSM

Step 1: Use a PFD as starting point
 Start from a well-elaborated PFD with material and energy
inputs and outputs
Solid
sheets
Melting/
Extruding
Electricity
Bonding/
Calendaring
PackagingChoppingSlitting
Waste material
Cooling water
Sheet
Forming
Waste water
Five major steps
Fine
fibres
Bonded
rolls
Chopped
rolls/sheets
Slit
rolls
Raw
plastic
Packaged polymer
sheets or rolls
Source: ISSPPRO
Electricity Electricity Electricity Electricity Electricity
Waste material

Step 2: Build up the VSM (1)
 Focus on the material flow first
 Add the customer box and all process data boxes
Customer/
Distributor
Demand:
25M m2 /Month
Sheet
Forming
Takt: 10
Bonding/
Calendaring
Takt: 8
Slitting
Takt: 7.5
Packaging
Takt: 100
Chopping
Takt: 20

 Add supplier boxes
 Add inventories/ wait times
Supplier 2
#SKUs: 5
Supplier 1
#SKUs: 5
I I I
II
2.5K
metric tons
2200 R 2500 R 5000 R
32M m2
Customer/
Distributor
Demand:
25M m2 /Month
Sheet
Forming
Takt: 10
Bonding/
Calendaring
Takt: 8
Slitting
Takt: 7.5
Packaging
Takt: 100
Chopping
Takt: 20

 Draw the information flow
Production
Supervisor
Sales &
Operations
Planning
Demand
Management
Process
Customer
Service
Reps
Daily Production Schedule
Schedule Updates Schedule Updates
Raw
Material
Orders
Aggregated
Demand
Customer
Forecasts
Order Grants
Current
Inventories
Material
Releases
Capacity
Forecast
Master
Production
Schedule
Orders
Supplier 2
#SKUs: 5
Supplier 1
#SKUs: 5
I I I
II
2.5K
metric tons
2200 R 2500 R 5000 R
32M m2
Customer/
Distributor
Demand:
25M m2 /Month
Sheet
Forming
Takt: 10
Bonding/
Calendaring
Takt: 8
Slitting
Takt: 7.5
Packaging
Takt: 100
Chopping
Takt: 20

 Draw the timeline
10 Days 16 Days 8 Days 2 Days 40 Days14 Days
NVA time = 90 Days
VA time = 58 Min
Production
Supervisor
Sales &
Operations
Planning
Demand
Management
Process
Customer
Service
Reps
Daily Production Schedule
Schedule Updates Schedule Updates
Raw
Material
Orders
Aggregated
Demand
Customer
Forecasts
Order Grants
Current
Inventories
Material
Releases
Capacity
Forecast
Master
Production
Schedule
Orders
Supplier 2
#SKUs: 5
Supplier 1
#SKUs: 5
I I I
II
2.5K
metric tons
2200 R 2500 R 5000 R
32M m2
Customer/
Distributor
Demand:
25M m2 /Month
Sheet
Forming
Takt: 10
Bonding/
Calendaring
Takt: 8
Slitting
Takt: 7.5
Packaging
Takt: 100
Chopping
Takt: 20

Step 3: Fill in the process data boxes
Invtry ? K Tons
Days ?
#SKUs ?
Invtry ? R
Days ?
#SKUs ?
Invtry ? R
Days ?
#SKUs ?
Invtry ?
Days ?
#SKUs ?
Invtry ?M m²
Days ?
#SKUs ?
Frequency ? Cars/Day
Lot size ? Tons
Transp time ? Days
Frequency ? Car/Day
Lot size ? Tons
Transp time ? Days
Order Lead
Time
? Week
#SKUs 5
Order Lead
Time
? Week
#SKUs 5
Quantity/time ?M m² /Month
Takt ?K m²/h
Leadtime Exp ? Days
Frequency ?Trucks/Day
Lot size ?K m²
Transp time ? Days
KEY
K = 1,000
M = 1,000,000
B = 1,000,000,000
Daily Production
Schedule (Weekly)
Schedule Updates (Daily)
Raw Material
Orders (Monthly)
Aggregated
Demand
(Monthly)
Customer Forecasts
(Quarterly)
Orders
Material
Releases
Capacity Forecast
(Monthly)
Master Production
Schedule (Monthly)
Raw Material
Orders (Monthly)
Current
Inventories
Order
Grants
Production
Supervisor
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Master Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? roll
EPEi ? days
C/O time ? h
C/O loss ? rolls
Avail time ? h/wk
Shift schd ? x ? x ?
Sheet
Forming
(?)
Calendaring
Bonding
(?) ?
Slitting
(?) ?
Chopping
(?)
Wrapping
Packaging
Labelling
Customers,
Distributors
Supplier 1
Sales &
Operations
Planning
Demand
Management
Process
Customer
Service Reps
10 Days 16 Days 8 Days 2 Days 40 Days
14 Days
NVA time = 90 Days
VA time = 58 Min
I II I I
Supplier 2
? ?
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Master Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? roll
EPEi ? days
C/O time ? min
C/O loss ?
Avail time ? h/wk
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Bonded Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? roll
EPEi ? days
C/O time ? min
C/O loss ?
Avail time ? h/wk
Shift schd ? X ? x ?
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Cut Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? Cut Roll
EPEI N/A
C/O time ?
C/O loss ?
Avail time ? h/wk
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Slit Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? Slit Roll
EPEI ? days
C/O time ?
C/O loss ?
Avail time ? h/wk
Material
flow
Information
flow
Time line
Customer
data box
Supplier
data boxes
Transportation
data boxes
Inventory
data boxes
Process step
data boxes
?

Step 4: Determine Key Metrics (1)
For the summary metrics box:
Sum of individual process metrics
 Total cycle time: Sum of all (process step) cycle times
Value-Added Time, VAT: Total time spent on value-added
activities
Non-Value-Added Time, NVAT: Total time spent on non-
value-added activities
 VAT and NVAT are measured directly from the process
𝑇𝑜𝑡𝑎𝑙 𝑐𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒 𝑚𝑖𝑛 = 𝑉𝐴𝑇 𝑚𝑖𝑛 + 𝑁𝑉𝐴𝑇 [𝑚𝑖𝑛]
NVAT = 2.39 days
VAT = 97 secs.
PCE = 0.15%
0.183 days

Entire process performance indicators:
 Process cycle efficiency (PCE): Value-added percentage
of the process
PCE[%] =
𝑉𝐴𝑇
𝑡𝑜𝑡𝑎𝑙 𝑐𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒
NVAT = 2.39 days
VAT = 97 secs.
PCE = 0.15%
25 secs 30 secs 42 secs
1 day 0.51 days 0.69 days 0.18 days

Entire process performance indicators:
 Overall equipment effectiveness (OEE): reflects all the
factors detracting from optimum equipment performance
𝑂𝐸𝐸 % = 𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑖𝑙𝑖𝑡𝑦 × 𝑃𝑒𝑟𝑓𝑜𝑟𝑚𝑎𝑛𝑐𝑒 × 𝑄𝑢𝑎𝑙𝑖𝑡𝑦
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑖𝑙𝑖𝑡𝑦 [%] =
𝐴𝑐𝑡𝑢𝑎𝑙 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑡𝑖𝑚𝑒
𝑃𝑙𝑎𝑛𝑛𝑒𝑑 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑡𝑖𝑚𝑒
𝑃𝑒𝑟𝑓𝑜𝑟𝑚𝑎𝑛𝑐𝑒 % =
𝐴𝑐𝑡𝑢𝑎𝑙 𝑡ℎ𝑟𝑜𝑢𝑔ℎ𝑝𝑢𝑡
𝑃𝑙𝑎𝑛𝑛𝑒𝑑 𝑡ℎ𝑟𝑜𝑢𝑔ℎ𝑝𝑢𝑡
𝑄𝑢𝑎𝑙𝑖𝑡𝑦 [%] =
𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦 𝑜𝑓 𝑓𝑖𝑟𝑠𝑡 𝑔𝑟𝑎𝑑𝑒 𝑚𝑎𝑡𝑒𝑟𝑖𝑎𝑙
𝑇𝑜𝑡𝑎𝑙 𝑞𝑢𝑎𝑛𝑡𝑖𝑡𝑦 𝑝𝑟𝑜𝑑𝑢𝑐𝑒𝑑

Overall equipment effectiveness (OEE) components:
Totaltime
Shifts not planned
No demand
Planned
operating
time
Unplanned
downtime
PM’s
Set up time
Actual operating
time
Rated
throughput
Actual throughput
Equiv. time at
reduced rate
Total material
produced First grade
material
Scrap, yield loss
Performance
Quality
OEE
Availability
Source: ISSPPRO

Learning Objectives
Invtry ? K Tons
Days ?
#SKUs ?
Invtry ? R
Days ?
#SKUs ?
Invtry ? R
Days ?
#SKUs ?
Invtry ?
Days ?
#SKUs ?
Invtry ?M m²
Days ?
#SKUs ?
Lot size ? Tons
Transp time ? Days
Frequency ? Car/Day
Lot size ? Tons
Transp time ? Days
Order Lead
Time
? Week
#SKUs 5
Order Lead
Time
? Week
#SKUs 5
Takt ?K m²/h
Leadtime Exp ? Days
Lot size ?K m²
Transp time ? Days
KEY
K = 1,000
M = 1,000,000
B = 1,000,000,000
Daily Production
Schedule (Weekly)
Raw Material
Orders (Monthly)
Aggregated
Demand
(Monthly)
Customer Forecasts
(Quarterly)
Orders
Material
Releases
Capacity Forecast
(Monthly)
Master Production
Schedule (Monthly)
Raw Material
Orders (Monthly)
Current
Inventories
Order
Grants
Production
Supervisor
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Master Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? roll
EPEi ? days
C/O time ? h
C/O loss ? rolls
Avail time ? h/wk
Sheet
Forming
(?)
Calendaring
Bonding
(?) ?
Slitting
(?) ?
Chopping
(?)
Wrapping
Packaging
Labelling
Customers,
Distributors
Supplier 1
Sales &
Operations
Planning
Demand
Management
Process
Customer
Service Reps
14 Days
NVA time = 90 Days
VA time = 58 Min
I II I I
Supplier 2
? ?
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Master Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? roll
EPEi ? days
C/O time ? min
C/O loss ?
Avail time ? h/wk
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Bonded Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? roll
EPEi ? days
C/O time ? min
C/O loss ?
Avail time ? h/wk
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Cut Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
EPEI N/A
C/O time ?
C/O loss ?
Avail time ? h/wk
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Slit Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
EPEI ? days
C/O time ?
C/O loss ?
Avail time ? h/wk
Material
flow
Information
flow
Time line
Customer
data box
Supplier
data boxes
Transportation
data boxes
Inventory
data boxes
Process step
data boxes
?
?
Can you identify the three components and the data
boxes?

Learning Objectives
Invtry ? K Tons
Days ?
#SKUs ?
Invtry ? R
Days ?
#SKUs ?
Invtry ? R
Days ?
#SKUs ?
Invtry ?
Days ?
#SKUs ?
Invtry ?M m²
Days ?
#SKUs ?
Lot size ? Tons
Transp time ? Days
Frequency ? Car/Day
Lot size ? Tons
Transp time ? Days
Order Lead
Time
? Week
#SKUs 5
Order Lead
Time
? Week
#SKUs 5
Takt ?K m²/h
Leadtime Exp ? Days
Lot size ?K m²
Transp time ? Days
KEY
K = 1,000
M = 1,000,000
B = 1,000,000,000
Daily Production
Schedule (Weekly)
Raw Material
Orders (Monthly)
Aggregated
Demand
(Monthly)
Customer Forecasts
(Quarterly)
Orders
Material
Releases
Capacity Forecast
(Monthly)
Master Production
Schedule (Monthly)
Raw Material
Orders (Monthly)
Current
Inventories
Order
Grants
Production
Supervisor
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Master Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? roll
EPEi ? days
C/O time ? h
C/O loss ? rolls
Avail time ? h/wk
Sheet
Forming
(?)
Calendaring
Bonding
(?) ?
Slitting
(?) ?
Chopping
(?)
Wrapping
Packaging
Labelling
Customers,
Distributors
Supplier 1
Sales &
Operations
Planning
Demand
Management
Process
Customer
Service Reps
14 Days
NVA time = 90 Days
VA time = 58 Min
I II I I
Supplier 2
? ?
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Master Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? roll
EPEi ? days
C/O time ? min
C/O loss ?
Avail time ? h/wk
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Bonded Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
Batch size ? roll
EPEi ? days
C/O time ? min
C/O loss ?
Avail time ? h/wk
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Cut Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
EPEI N/A
C/O time ?
C/O loss ?
Avail time ? h/wk
Max Demo
Rate
?
Eff Capac ?
Takt ?
(Slit Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime ?%
#SKUs ?
EPEI ? days
C/O time ?
C/O loss ?
Avail time ? h/wk
?
?
Information
managing functions
Push
material
movement
Material to
a customer
Number of operators
assigned to a process step
Can you identify further icons?

VSM Good Practices
 VSM Symbols
 Key Messages
 Glossary

Parallel Equipment
Can I describe parallel machines or systems by one
single process box? Yes!
 Should be
avoided when
machines have
different
characteristics
influencing material
routing or
processing!
Number of parallel
machines indicated in
parentheses
Different data for
parallel machines
have to be reflected
Slitting
(3)
5
Effective
Capac
?
Takt ?
(Bonded Rolls/h)
Utilization ?%
Lead time ? min
Yield ?%
Reliability ?%
Uptime/OEE ?%
# SKUs ?
Batch size ? roll
EPEI ? days
C/O time ? min
C/O losses ?
Avail time ? h/week
Shift sched ? x ? x ?
1. 2. 3. 4. Generating the Map 5.1. 2. 3. 4. Value Stream Mapping Good Practices 5.

Logical Flow vs. Geographic Arrangement (1)
Is it more reasonable to arrange process boxes logically
or geographically?
 In general, the VSM should be arranged in a way that the
true flow can be seen!
 Geographically accurate VSM can be helpful in some
cases, however it should be depicted on a second map.

Calendaring
Bonding
(4)
Example: Sheet Manufacturing Process
 Logical arrangement:
Inventory stored in the
same storage area is
depicted several times
Sheet Forming
(4)
 Sometimes testing labs or storage areas have to be shown several
times in order to make the true flow visible!
Max Demo
Rate
?
Eff Capac ?
Takt ?
Max Demo
Rate
?
Eff Capac ?
Takt ?
Slitting
(3)
56
Max Demo
Rate
?
Eff Capac ?
Takt ?
Chopping
(3)
5
Max Demo
Rate
?
Eff Capac ?
Takt ?
I
Invtry ? R
Days ?
#SKUs ?
I
Invtry ? R
Days ?
#SKUs ?
I
Invtry ? R
Days ?
#SKUs ?
6

Example: Sheet Manufacturing Process
 Geographically arranged VSM:
One storage system
contains three work
in process (WIP)
locations
 This view provides no sense of material flow!
Sheet Forming
(4)
Effective
Capac
?
Takt ?
(Master Rolls/h)
Utilization 80%
Calendaring
Bonding
(4)
Effective
Capac
?
Takt ?
(Master Rolls/h)
Utilization ?%
Chopping
(3)
Effective
Capac
?
Takt ?
(Slit Rolls/h)
Utilization ?%
Slitting
(3)
Effective
Capac
?
Takt ?
(Bonded Rolls/h)
Utilization ?%
Roll
Goods
Storage
Automatic
Storage &
Retrieval
System
5
5
6
6

Learning Objectives
Summarize VSM Best Practices:
 When it is reasonable to aggregate/separate parallel
equipment?
 Parallel machines or systems of comparable properties
should be summed up in one process box
 However, if these parallel machines have different capabilities
influencing material routing or processing, they should be
separated
 Can you explain why a logically arranged VSM should be
preferred over a geographically arranged VSM?
 It helps identifying the real flow, whereas geographically
arranged VSM tend to get confusing and should only be as a
supplement if needed
?

Key Messages
 VSM Symbols
 Key Messages
 Glossary

Key Messages (1)
What is a VSM?
A Value Stream Map (VSM) is a flow diagram of an entire
production process, including material and information flow in
connection with the required value-add and non-value add
time.

Key Messages (2)
What are the outcomes of a VSM?
 Identification of production times that do not add value to
the final product
 Identification of production steps that
 Waste (raw) material
 Produce (hazardous) waste
 Produce emissions and pollution
 Lead to risks for workers’ health
 Future state map showing an improved, less wasteful
production process
 Development of an implementation plan for further
improvements on the basis of Lean activities

Key Messages (3)
How can SMEs use VSM to improve their business?
VSM is a tool which enables you to:
 Improve your understanding of the processes, inventory
flows and sources of waste
 Make decisions to improve your performance on the basis
of an idealized “future state” map and to reach
 Higher productivity
 Lower material and energy waste
 Lower variable and material costs

Glossary
 VSM Symbols
 Key Messages
 Glossary

 A-type process: Converging production process, typically
found in assembly plants (starting with a variety of raw
materials, producing a small amount of final products)
 Batch size [units]: Amount of material produced as a single
lot
 Changeover (C/O) losses [units]: Amount of material lost in
the change from one product to another
 Changeover (C/O) time [min]: Time needed to change from
one product to another
 Cycle rate/Effective capacity [units/min]: Reciprocal of
cycle time
Glossary (1)

 Cycle time (C/T) [min/unit]: Time needed to produce a part
or lot; reflects equipment capacity
 Effective capacity: See cycle rate
 Every part every interval (EPEI) [days]: Time span over
which all product types are made
 Future state map: A VSM presenting an optimized state
serving as target of all improvement activities
 Lead time [min]: The time needed for one part or lot to
complete a specific process step
Glossary (2)

 Maximum demonstrated rate [units/min]: Maximum
production capacity possible under specific process
equipment configuration; reciprocal of ideal cycle time
 Non-value-added time (NVA time or NVAT) [min]: Total
time spent on non-value-added activities
 Order lead time [days]: Time from replenishment order
until the material arrives
 Overall equipment effectiveness (OEE) [%]: Measure
capturing all the factors detracting from optimum
equipment performance; comprising an availability factor, a
performance factor and a quality factor
Glossary (3)

 PFD / Process flow diagram: Diagram visualizing the flow
of plant processes and the major equipment
 Process cycle efficiency (PCE) [%]: Value-added
percentage of the process, calculated as VAT divided by
total cycle time
 Reliability [%]: Measure of the steadiness of a machine;
percentage of time without any equipment failure
 Shift schedule [h/week]: Number of hours per shift, shifts
per day and days per week
 Stock keeping units (SKUs) [units]: Product varieties
entering or leaving a process step
Glossary (4)

 Takt rate [units/min]: Rate at which a part or lot is needed,
reciprocal of takt time
 Takt time [min/unit]: Time within which a part or lot is
needed; calculated by dividing the time available in a
period by the average demand of products during this
period
 Total cycle time: Sum of all (process step) cycle times;
calculated by adding VAT and NVAT
 Uptime [%]: Measure reflecting all sorts of time lost;
calculated as net operating time divided by available
operating time
Glossary (5)

 Utilization [%]: Measure for how fully utilized a process
step is; calculated by dividing cycle time by takt time or
takt rate by effective capacity
 Value Stream Map (VSM): Visual tool used to identify the
current flow of material and information throughout a
production process
 Value-added time (VA time or VAT) [min]: Total time spent
on value-added activities
 V-type process: diverging production process, typically
found in process industries (starting from a small number
of raw materials, producing a wide range of different final
products)
Glossary (6)

 Work in Progress (WIP, also Work in Process) [units]: all
materials and partially finished goods within the production
process waiting to be completed
 Yield [%]: Percentage of good parts leaving a process step
Glossary (7)

Where to find more information
 VSM Font: http://www.ambor.com/public/vsm/vsmfont.html
 VSM Icons: http://www.lean.org/common/display/?o=866
Books:
 Rother M.; Shook J.: Learning to See: Value-Stream
Mapping to Create Value and Eliminate Muda: Value
Stream Mapping to Add Value and Eliminate Muda, 2009
 King, P. L.: Lean for the Process Industries: Dealing with
Complexity, 2009
 California State University, Northridge Course (Week 7&9):
http://www.csun.edu/~shternberg/shternberg-507.htm

Sources

 CSD Engineers, Switzerland / ISSPPRO, Germany, 2015
 King, P. L.: Lean for the Process Industries: Dealing with
Complexity, 2009
 King, P. L.; King, J. S.: The Product Wheel Handbook:
Creating Balanced Flow in High-Mix Process Operations,
2013
 EPA: The Lean and Chemicals Toolkit, 2009
http://www.epa.gov/lean/environment/toolkits/chemicals/in
dex.htm
 EPA: The Lean and Environment Toolkit, 2007
http://www.epa.gov/lean/environment/toolkits/environment/i
ndex.htm
Sources

Fusce posuere, magna sed pulvinar ultricies,
purus lectus malesuada libero, sit amet magna
eros quis (ARIAL 32).
Images
 ISSPPRO GmbH, Germany, 2015
 Shutterstock

Disclaimer
This presentation was elaborated with the requested
diligence and with the generally accepted principles of the
relevant field.
If a third party uses the contents of the presentation in order
to take decisions, the authors disclaim any liability for any
kind of direct or indirect (consequential) damages.

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