CASE STUDIES

The following case examples illustrate the Smallpeice approach to facilitating Value Stream Mapping events, & highlight the benefits achievable. We can be completely flexible on the design & format, and work with each client to design an event that exactly meets your objectives. Please 'phone Smallpeice on +44(0)1926 336423 or email train@smallpeice.com to discuss your requirements.

CASE 1: FOOD SECTOR

REQUIREMENT BACKGROUND

KEY OUTCOMES

• VSM activity was carried out to map one of the key value streams for one of the company’s core brands.

• Value Stream was mapped from purchase of raw ingredients through to delivery of product to supermarket.

• The Senior management team (e.g. Managing Director; Operations Manager; Logistics Manager; Supply Chain Manager; etc) worked together to plan the mapping activity and to carry out the mapping of the current and future state.

•  A total of ˝ day was spent on planning followed by 1 day current state and 2 days future state mapping.

• Support was provided by the internal improvement office who co-ordinated the activities and documented the outputs from the session.

• Current State map gave the cross functional management team an end to end view of their process and highlighted many issues around the way their different functions interfaced - which they had not previously fully understood.

• The team were shocked to find an initial value stream lead-time (total time it takes a unit of product to go all the way through the process) of just slightly under 6 months. By analysing where inventory and work in progress were “stagnating” in the system they were able to clearly identify and prioritise the key areas for improvement focus.

• The generation of the future state map led the management team to joint agreement of a future state process which they all ultimately committed to make happen within 6 months.

• A straightforward gap analysis of the actions required to move from Current State to Future State was made and the actions prioritised to create a clear and agreed improvement plan

• Improvement actions covered the whole spectrum from “just go do it” improvements to a major re-layout of part of the processing plant.

• The team continued to meet on a monthly basis to review progress to plan.

• The future state was implemented within the timescales delivering a reduction in Value Stream Lead time of more than 50%.

CASE 2: TECHNOLOGY SECTOR

REQUIREMENT BACKGROUND

KEY OUTCOMES

• The company was embarking on a programme of Lean Sigma Green Belt training for Design and Manufacturing Engineers, and wanted to find a way of scoping improvement projects to ensure that the Green Belts were working on projects of importance to the company and that the projects had a clear business case.

• Prior to the Value Stream Mapping activity the team had attempted to identify projects through a simple process of brainstorming issues but this had led to confusion, disagreement around priorities and lack of clarity around what the objectives of the projects would be. The company realised they needed a more structured approach.

• VSM was used as an appropriate tool to scope Green Belt improvement projects and give a clear visual picture of how the projects linked together to drive improvements in some of the company’s key metrics (Quality, Cost and Delivery).

• The management team and representatives from the improvement office were split into teams and in the scoping activity three key value streams covering engineering design, supply chain and Assembly and Test were identified for mapping.

• A total of 2 x ˝ days were spent scoping the activity and a further two days mapping and creating a list of improvement projects.

• The structure of the Value Stream Mapping activity allowed the management team to document and understand their key issues in a linked up and easy to visualise format.

• It also helped them to see their individual issues within the bigger picture so that priorities were obvious to see and agree.

• An improvement plan was documented which included some smaller “quick win” Lean and Team Based Problem Solving activity in addition to the Green Belt Projects.

• The agreed future state maps allowed the team to set “SMART” objectives for the improvement projects and build the business cases based on a data driven approach.

• The final deliverable from the activity was a top level improvement plan supported with clear and agreed initial “project charters” in place for each of the Green Belt projects.

• This led to all delegates commencing Lean Sigma training with a pre-scoped project to work on - thus maximising the value of the training for the delegates and accelerating the timeline for delivery of the benefits to the company.