Value Stream Mapping (VSM) is only a tool unless the designed future state is achieved, and the planned changes are implemented within a short time frame. Without this execution, VSM are rendered useless.
To make the transformation successful, it is essential to breakdown the implementation into small, manageable phases. Start with what is most critical and can serve as a driving force for future changes.
Welcome to our 'Lean in Action' series, where we bring you real stories from the field about the transformative power of value stream mapping (VSM). While we’ve taken care to keep identities confidential, the insights, successes, and lessons shared here are authentic accounts from lean experts and industry professionals across various sectors.
Planning the Future State
The plan to achieve the future state outlined in the VSM should include:
- The Future State Map,
- Detailed process layouts,
- An action plan for implementation.
It is crucial to view the future state as a series of connected flows based on product families. This allows for sequential step-by-step implementation while minimizing interferences to the current flow during the transition.
Identifying Gaps and Defining Actions
Similar to problem-solving techniques like the A3 method, transitioning from the current state to the future state highlights gaps. These gaps must be focused on specific areas of the process.
The changes should not be limited to physical aspects, such as layout modifications, but must also address procedural improvements. These include identifying training needs, addressing management or operator skill gaps, and refining operational activities like production planning or material management.
For each gap between the current and future state, potential causes must be analysed. These causes explain why transitioning from the current state to the desired state is not yet possible at a particular point in the flow. Gaps can be marked using symbols, such as an explosion symbol, to track where actions need to occur within the current VSM.
Cluster Causes and Develop Countermeasures
After identifying all gaps and their potential causes, the causes should be grouped (clustered). This helps define common countermeasures that address multiple causes simultaneously.
Estimating the effort (time, resources, or investments) required to implement a countermeasure and the benefits it will deliver is key. The expected benefits should outweigh the costs. However, in cases where a countermeasure provides no immediate benefit but is enabling for subsequent improvements, it is advisable to implement both measures in quick succession. This sustains momentum, maintains management sponsorship, and ensures continued commitment from workshop participants.
The implementation of countermeasures must be tracked using KPIs in order to verify and adjust the actions done.
An example is a case study of a transition from batch production to flow-based production
Current State:
A company organized by departments used batch production with the following flow: Laser cutting of all parts for a four-week production batch; bending and mechanical processing of the entire batch; welding of products based on the batch schedule.
This approach led to long lead times,high inventory levels, and frequent material shortages.
Future State:
The Future State VSM defined a flow with: dedicated welding lines for three product types, a supermarket area for component preparation and picking, and pacemaker area to regulate the flow based on frozen production plans between supermarket and welding lines.
The upstream processes (laser cutting, bending, and mechanical processing) remained largely unchanged but were adjusted to align with the supermarket’s replenishment needs.
Implementation Phases
The implementation was split into three main phases, the not important details are not sorted to maintain the focus on main topics
- Reorganizing Welding Lines:
- Transformed a single welding department into three dedicated welding lines with separate teams composed by team leader, operators, logistics and quality operator.
- Creating the Supermarket Area:
- Established a component picking and kitting area to supply the three welding lines.
- Introduced a frozen production plan for the pacemaker area. Logistic operators picks the parts and prepare the components kits to feed the welding lines in accordance to the production planning
- Changing Production Planning:
- Shifted from a push-based monthly batch system to a pull-based, levelled production schedule aligned with the three welding lines' takt time.
- Aggregate production plans sent to laser cutting 15 days in advance of the day picking is planned
The three phases were implemented sequentially within a period of 6 months. Phase 1 required a change management and a strong sponsorship by executives. Then phase 2 was implemented by team leaders and logistics operators with a support of a coaching by the leader of the whole project and a small improvement of the ERP system. Then phase 3 was a clear consequence and a change on the production planning process was needed.
Results and Learnings
- Step 1: Establishing Dedicated Welding Lines
- Provided limited immediate benefits as upstream batch production remained unchanged. Sensitive improvements of welding cycle time due to separation of transport operation.
- Enabled subsequent improvements by organizing teams and workflows.
- Step 2: Implementing the Supermarket Area
- Immediate improvements in product quality by ensuring all required parts were available before welding.
- Reduced non-value-added activities (e.g., searching for materials, inventory management).
- Step 3: Optimizing Planning and Scheduling
- Reduced lead times by aligning laser cutting and upstream processes with supermarket replenishment needs.
- Achieved on-time delivery, improved product quality, and enhanced operational efficiency.
The key takeaways for a successful implementation should be summarized in a break down implementation into phases with clear objectives and measurable benefits; ensure management sponsorship by measured progress and results at each step, address both physical and procedural gaps for sustainable improvements.
The case study shows the importance of a structured approach to VSM implementation, balancing strategic vision with practical execution. The timeline of implementation maintained momentum and achieved results through a clear roadmap, consistent sponsorship, and effective resource allocation.
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As you can see, the benefits of value stream mapping go far beyond the theory—it’s about real results that drive impactful change. Our lean professionals have helped countless organizations streamline operations, eliminate inefficiencies, and achieve measurable gains. Ready to see what VSM can do for you? Book a meeting with our experts today to discuss your unique challenges and get hands-on with our VSM software. Let’s start mapping your path to lean success.