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Value Stream Map training presentation

G3 Final Presentation

Kate Marusina

on 24 September 2014

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Transcript of Value Stream Map training presentation

Expion G3
Areas of Focus
Value Stream
A lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer.
Best Practice
A method or technique that has consistently shown results superior to those achieved with other means, and that is used as a benchmark.
A formal statement of a set of personal business goals, the reasons they are believed attainable, and the plan for reaching those goals.

What is Value Stream?

Scalable to large or small processes
May be in different formats

Value Stream

Short Term - Level 1
Quick wins
Compromise Expion

Medium Term - Level 2
Take more time
Opportunity to refine / improve
Require resources and effort
Need planning for

Long Term - Level 3
Attached to Vision and growth strategy
Natural evolution

The Process Continued.....
Building your current state map
Learning Objectives
Value Stream Overview
Visual Tool to help "see" an entire process and interactions across functional units from the
customer perspective

Helps to identify steps that add:
Brings everyone to the same page

Case Study:

Research study subject visit at the Institute for Neurodevelopmental Disorders
Why VSM?
Why not a Flow Chart?
Structure of Value Stream Mapping

Right people to include in the room
Coordinator, Scheduler, Registration Desk, Providers
Milestone steps to include in the Current Process Map
In-scope/Out of Scope
Clinic patients (not research)

Reaching consensus on S.I.P.O.C.
Create Current State Map

Map out the process as a team
Collect actual process data
Show the information flow
Illustrate waste

Research Study Subject
What does the customer value?
Minimal rescheduling, time spent at the facility
How does this relate to the outputs?
Many non-value added steps from the
customer perspective

Going where the process is happening
Observe the process and record observations
Involve people performing the process

Create Current State Map
Value Stream Analysis
Why Analyze Current State?
Sources of waste
Business Planning
and Structure

A tool in the LEAN toolbox
All the actions required to provide information, a service or a product to the customer

We conducted a root cause analysis of each issue in order to decide whether we can:
Case Study:
Research study subject visit at the Institute for Neurodevelopmental Disorders
Value Stream Map
Pictorial representation of the processes, materials and information flows of the Value Stream
Value Stream
Primary uses:
Understand current process
Identify waste and value
Create an improved future state process map
Philosophy of value stream
Understand how to create
Understand how to use
to analyze waste

Products and Services are delivered to customers through a series of processes, not departments
Hard to discern the value of the entire process
Value added and non value added steps
Wait Times
Linkage between information inputs and outputs
Hard to develop long-term strategy
Overall picture may be lost in details

Define problem
Go to the Gemba
Create Current State Map
Key processes
Identify Customers and Suppliers
Information Input and Output
Process times
Sources of waste
Value Added/Non-Value added steps
Root cause of the problem

Future State map
What does the customer needs?
Are there processes that can be eliminated?
Where can we implement standard work?
What process improvements are necessary to reach the future state?
Planning and Reviews
Problem Statement:
The current room/procedure scheduling process is manual and people intensive resulting in much rework

Team/Personal Activity
1) Define your primary process
Start Point
End Point
High End Value Stream

2) Complete SIPOC
Start in the center and work your way out
In scope....out of scope

Training Presentation

Kate Marusina, Ph.D., MBA
Manager, Clinical Trials

Value Stream Mapping basics in one hour
Systematic Analysis and transformation of the High End Value Stream

Starts with the customer...
Team Activity
Use the primary process from your SIPOC
Identify your customer
Identify your suppliers
Map out the process as a team
from the Customer Perspective
Root Cause
of problems
Bring everyone to the same page (
shared recognition
of the need)
Full transcript