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The Value Stream Map is involved in a project LSS several levels. Initially it will allow us to define a process (in step Define) and then we can also serve us in step and Improve Analysis for ideas to improve and develop.
Here is an example of MSM:
Using the Value Stream Map is very common in plants. This tool allows to visualize the distribution of time across the manufacturing process, between what is of value and what is the waste of time. The value stream map also identifies bottlenecks and in-process inventory between each production shift. For the uninitiated this video will understand the concept of VSM:
After these few introductory material on the VSM will be readily understood that implementation of this tool for transactional process falls no sense. Effectively in our desks, we have little stock, a notion of productivity, in-progress, etc .... We have the transactions! Then we can really establish VSM under a proposed organizational audit type LSS. The answer is yes and I go, this not show you how: I've
specially constructed an example (based on my experience on a few projects LSS). This is a process of processing a request to amend tariffs.
Here's what the MSM would look like this type of process:
So here is our process with reduced 4-step. The first one is to issue PCR (Price Change Request) request to amend tariffs, and then we have a manager who approves the request, then it is sent to finance that finally validates the claim that it is integrated into the system last. (This example is intentionally simplistic to understand the interest and the cog in the MSM in our office ;-) On the bottom line you can view the working time for the treatment of a rate change. That is what we call value added. The client process, ie one that creates the demand to amend tariffs spend 30 minutes to 1 hour, then the manager will spend one quarter of an hour to view and validate ... etc..
On the top line you're waiting times between each operator. This period is expressed as an average and is husked by an analysis of the distribution that we present each quartile and the median. Here we can observe that the person who handles the integration of data into the system (the last link in the chain) does the job an average of 0.9 days after receiving the request. We can realize with the third quartile in the three quarters of cases the application is processed the same day that his show.
In the end table you can see from this example that the process contains 1hr value and it can take between 0 and 46 days.
The VSM allows us to have here first elements of answers from which the observed differences in time. But if this tool is sufficient in itself to a production plant to see exactly where the problem occurs, it will be in a transactional process of digging the reasons for the delay. Because in this example: what tells us that the time taken by finance does not come from a poor manager who requires validation of finance to make return trips to get the information necessary to process data. Similarly what we are told that the fare integration in the system is not too fast and that it should require additional checks ... etc..
Voili voilo ... I hope this example will help you understand a little better how the Value Stream Map can be useful in the analysis of a transactional process.
If you have any questions, feel free to submit a comment. I'd be happy to answer them ;-)
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