Providing a framework that highlights waste and its negative effects on process performance, value stream maps (VSMs) are essential components for successful Lean initiatives. While the conventional VSM format has the basic structure to effectively describe process operations, it must be adapted and expanded to serve its purpose in the process industry. This book describes in detail how to create a complete VSM for a process industry manufacturing operation. Detailing the unique features of process operations and why they require additions and adjustments to traditional VSMs, the book walks readers through the steps in analyzing the map. It explains how to scope improvement projects, prioritize them, and then use future state VSMs to illustrate and motivate systemic improvement. In doing so, it supplies readers with a roadmap for a complete Lean transformation. Describes how to analyze the map for waste and flow issues so that they can be reduced and even eliminated Provides examples of the calculations needed for the flow parameters in data boxes Explains how the VSM concept can be applied to the entire supply chain Includes strategies for engaging your entire workforce in map creation The book introduces a target manufacturing process and uses it to describe how to create a complete VSM. The target process is complex enough to illustrate the issues often encountered in mapping a process industry operation, but straightforward enough to explain all of the mapping considerations and decisions. The book includes real examples of how VSMs brought much greater clarity to the real issues the processes faced and cases where the insight enabled management to avoid costly, inappropriate investments.
Value Stream Mapping for the Process Industries: Creating a Roadmap for Lean Transformation | Peter L. King (Author)| Productivity Press
Table of Contents
Introduction
Chapter 1. The Value of Mapping
Chapter 2. Value Stream Mapping Fundamentals
Chapter 3. VSM Enhancements for Process Operations
Chapter 4. Additional Good Mapping Practices
Chapter 5. Our Focusing Problem— A Synthetic Fiber Process
Chapter 6. Developing the Material Flow
Chapter 7. Calculating Data Box Parameters
Chapter 8. Material Flow Rates and Takt
Chapter 9. Completing the Data Boxes : Utilization, Delivery Frequency, and Days of Supply
Chapter 10. Mapping the Information Flow
Chapter 11. Developing the Timeline
Chapter 12. Finding the Waste—Analyzing the Map
Chapter 13. Scoping the Opportunities
Chapter 14. Implementation Strategy and Sequence
Chapter 15. Future State Value Stream Maps
Chapter 16. Supply Chain Mapping
Chapter 17. VSM as a Way of Engaging Employees
Chapter 18. A Roadmap for Continuous Improvement
Chapter 19. Benefits of Developing a VSM
Appendix A: Process Industry Characteristics
Appendix B: SMED Principles
Appendix C: Cellular Flow
LINK FOR THE BOOK
