Transcript Value Stream Mapping Basics

VALUE STREAM MAPPING
WORKSHOPS
Purpose:
• To restructure the process for designing
and permitting California hospitals in order
to generate more value for stakeholders
and to eliminate waste, anything not
needed to generate value.
VALUE STREAM MAPPING
WORKSHOPS
Desired Outcomes:
• Agreement to a preliminary value stream
map of the current state process
• Assigned action items to provide
supplementary data to flesh out the
current state process map
VALUE STREAM MAPPING
WORKSHOPS
• Thursday Oct 5
– Understanding and documenting goals and expected outcomes
– First pass at current state process map
• Wednesday Oct 11
– Understanding and benchmarking the current state process,
including value added %
• Wednesday Oct 18
– Creating a future state process map
• Wednesday Nov 1
– Creating an implementation plan
• Thursday Nov 16
– Creating standard work
VALUE STREAM MAPPING
WORKSHOPS
Agenda:
• Start up
• Value Stream Mapping Basics
• Adding Value and Improving Process
• Map the current state processes of each owner:
CHW, Kaiser, St. Joseph, Sutter
• Identify processes to be exploded into greater
detail. Generate list of needed information and
get commitments to providing it.
• Wrap Up
Ground Rules for Current
State Mapping
• Stay in the current state. We will add detail later.
• Avoid war stories.
• As future state ideas surface, park them in the
parking lot.
• Don’t take it, or make it personal.
• Treat people with respect.
• Practice active listening.
• Treat failure and/or breakdown as opportunity
ASSUMPTIONS
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100-bed hospital
adjacent hospital support building, OSHPD 3
on-site structured parking
design-assist contractors, including major
subcontractors, on-board from beginning
produce "drawings" using 3D model
No assumptions about who owns the 3D model (ie. subs
vs. engineers)
Use 3D model in different ways for different audiences
(ie produce 2D drawings for permit; use by sub to
fabricate sheet metal, etc.)
No assumptions about contract relationships are
necessary
Contracts with owner are cost plus, with a fixed fee
VALUE STREAM MAPPING
• What it is
• Why do it
• How do it
But first…
In the process of designing and permitting a
hospital, information moves from one party
to another. Sometimes the information is
used to make decisions or generate
designs, but much of the time it sits waiting,
or is being inspected, or is being redone.
What are the states in which we can find
materials or information in a process?
•Undergoing transformation
•Being moved
•Waiting
•Being inspected
•Being reworked
Value and Waste
Value is that for the sake of which a process exists; e.g., to produce
designs that meet customer needs within the constraints of time,
money, and regulatory requirements.
Waste in a process is anything not needed to get the job done to the
satisfaction of the customer and other stakeholders.
Only processing adds value.
All the rest is waste:
–Waiting
–Moving
–Inspecting or Approving
–Reworking
Ohno’s 7 Types of Waste
•
Inventories of goods awaiting processing or
consumption
• Unnecessary transport of goods
• Defects in products
• Overproduction of goods not needed
• Unnecessary processing
• Waiting by employees for process equipment to finish
work or for an upstream activity to complete.
• Unnecessary movement of people
Swimlane Diagram of the RFI
Process for Placing Drawings
Structural
Engineer
Architect
General
Contractor
Fabricator
Detailer
Prepare
Engineering
Drawings based on
Loads
Prepare Architectural
Drawings
Check details
& modify as
appropriate
Modify
Engineering
Drawings
Check details
& modify as
appropriate
Return modified
details to fabricator
Check details
& modify as
appropriate
Subcontract Detailing
to Fabricator
Subcontract Detailing
To Detailer
Check details
& modify as
appropriate
Prepare Details
© 2005 Z.K. Rybkowski
All rights reserved.
RFI Process for Placing Drawings
Q?
What is the percentage of actual
processing time of an RFI compared to
the amount of time it sits in someone’s In
tray?
LEAD
TIME
Structural
Engineer
Check RFI
& modify drawing as
appropriate
PROCESS
TIME
© 2005 Z.K. Rybkowski and I.D. Tommelein
All rights reserved.
Lead time
(LT)
Sample entry:
Time spent
to respond
to RFIs
(VAT)
Assumptions:
8 hour work days (weekends not deducted)
Sections of RFI log where time spent was not recorded
are not included in the calculation.
© 2005 Z.K. Rybkowski and I.D. Tommelein
All rights reserved.
VALUE STREAM MAPPING
Current State
Future State with
Rework
Future State without
Rework
Future State with
EDI
Steps
%
Steps
%
Steps
%
Steps
%
87
100
67
100
32
100
11
100
73
84
46
69
11
34
3
27
Non-value adding
but necessary
12
14
19
28
19
60
6
55
Value-adding
2
2
2
3
2
6
2
18
Total steps
Non-Value adding
Observe and Gather Data
• Walk (in your mind)
the flow of items and
information
• gather data, thinking
about...
Touch Time:
Cycle Time:
People:
VALUE STREAM MAPPING
•What it is—a way of making waste evident
in a process
•Why do it—to eliminate the waste
•How do it—use swimlane diagrams and, for
now, show only lane changes, and
document touch time, cycle time & people
involved in each process step