The foundation for defining the future flow is the Current State Value Stream Map (VSM). This must be reliable and based on data gathered through direct observation in “GEMBA”.
Mapping the current state involves collecting data, observing movements, and tracking every step. The Current State VSM should also highlight hidden waste, unnecessary waiting points, and areas of overproduction. Once completed, it becomes clearer where the problems are and where interventions are needed.
Lean Flow in your Value Stream
The challenge is to translate this analysis into concrete actions. Each process must operate at the right pace, neither too fast nor too slow. This pace is known as takt time, the time each process must follow to meet customer demand.
Much like a conductor leading an orchestra, takt time guides the entire production. A slower process creates bottlenecks, while a faster one leads to unnecessary accumulation.
To avoid "pauses" between operations, the flow must be continuous, with materials ideally passing from one operation to the next without stocks. However, this harmony comes at a cost: the reliability of a connected system is reduced by every individual process. In fact, the overall reliability is the product of the reliability of each system. Thus, every process must be highly reliable and consistent; otherwise, the connected system becomes inefficient.
When continuous flow is not feasible, supermarkets come into play: stock lanes that balance demand with production capacity. Each supermarket lane is supplied by processes that are not directly connected to each other or to the downstream process. The upstream processes release batches of products only when a production order is triggered by the withdrawal of a batch from the supermarket.
An alternative to supermarkets is a FIFO (First In, First Out) lane, which ensures products follow the order of production and provides flexible buffering between two irregular processes, or sequential pull systems.
Identifying the Pacemaker
The pacemaker is the heartbeat of production, the point where the entire production is scheduled based on customer demand. Downstream of this process, a continuous flow must exist until the customer is reached, while upstream supermarkets can absorb potential misalignments and variability.
Levelling Production Mix and Volume
Levelling the mix involves alternating the production of different items to balance the needs to avoid frequent machine changeovers and avoid overproduction of huge batches. While levelling the volume prevents production peaks and troughs. The goal is to establish a constant, continuous rhythm to maintain the ability to produce everything the customer requires, at the speed needed, ideally within a single working day.
Designing the Future State Map
The Future Value Stream Map represents the ideal flow of materials and information that the organization aims to achieve, while also considering current constraints, whether they can be easily eliminated or require investments that can be justified by the benefits of resulting improvements.
The Future Value Stream must answer the following key questions:
- Is the process closest to the customer working faster than the takt time to enable continuous and regular flow after the pacemaker?
- Is production designed to feed a supermarket or directly delivering to the customer? It depends by the production lead time Vs order to delivery request by customers
- Which processes can operate with a continuous flow?
- Where are supermarkets necessary?
- How can the mix and volume be levelled at the pacemaker?
- What wastes can be immediately eliminated?
Transformation Plan for your Value Stream
After creating the Future VSM, actions must be planned to pass from the current state to the future state, considering whether the flow can be interrupted and rebuilt entirely or if incremental changes are necessary.
An effective Value Stream Plan includes:
- The Future Value Stream Map with clear objectives.
- Detailed maps of specific processes or layouts for targeted interventions.
- An yearly implementation plan that breakdown activities into small manageable phases.
The Path to a Lean Flow
Transforming a value stream takes time and requires a clear vision. The VSM, strategies for continuous flow, and the management of supermarkets and the pacemaker are essential tools for enabling companies to synchronize their flow with customer needs.
The result should be a lean flow capable of quickly responding to customer demands, reducing waste, and improving competitiveness.
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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.