OK, so enough talk about boxes and arrows and lets put something on paper. We have a couple of decisions to make before we get started. First, we need to decide just which process to map. It might be that all the products in your operation go through the same process; that makes it easy to decide which process to map doesn’t it? In most cases, though, different products go through different processes. So, you have to pick one to map. (In many cases, you’ll have groups of products that go through a similar processes. If that’s your case, think of creating a process map for a group of products.) Now, I’ve read books that recommended an approach to picking a product or product group to map that involved lots of data gathering and calculations before making a decision. I don’t think it’s that hard. All you have to do is carry on a discussion that addresses these questions:
- Which products/product groups are high volume?
- Which products/product groups are high margin?
- Which products/product groups are important for some other reason, e.g., important new product?
- Which products/product groups are giving us the most problems?
If you have a product/product group that hits two or three of these criteria, go with that one. If none of your products hit more than one criterion, pick whichever product you want to start with, then move on to the others. Then do like we said last time, start with the customer and discuss their needs and the outputs that meet those needs. Then talk about the suppliers and your standards for what they provide.
OK, now you’re ready to connect those boxes and arrows.
Continue reading How to Implement Lean Manufacturing: Simplify and Solve – Value Stream Mapping and Team Problem Solving: Part 4