Mapping the value stream involves creating a step-by-step picture of all steps needed to deliver the final product/service.
Think of a flow chart on steroids. You want to be able to look at the entire process, or segment of a process, in detail so you can find potential areas for improvement.
HERE’S HOW TO PUT THAT INTO PRACTICE:
Examine the workflow point by point. Ask, “Which steps add value?” and “Which steps create waste?” Most Lean experts suggest breaking the entire printing process into smaller segments, or “value streams.” For instance, what steps or tasks are involved in receiving the order and entering it into the system? Are there touch points you could automate? Are there duplicate steps you could eliminate?
Track time spent on each step. It’s important to measure lead time versus cycle time. Lead time refers to the time it takes between order and delivery, so it reflects the customer’s perspective. Cycle time doesn’t begin until you actually start work on the project, and ends when the job is completed and ready for delivery. Ideally, your lead time and cycle time are fairly close. If they are not, you know you either have a long queue of projects waiting to start, or you have a slowdown somewhere in the workflow that may need adjusting.
Measure use of resources. Are you wasting paper or ink, either through mistakes or uneven press productivity? Are you having to remake plates due to last-minute changes? Your MIS even can assess your most valuable resource: your employees. Using shop floor data, it can show you which shifts are most efficient or profitable, and which employees achieve the most while on the clock.
Your PRINT MIS should have various dashboards, print reports and chart functions that can help with your mapping. Ask your customer service representative if you need help identifying the right tool to do the job.