Material & Information Flow Mapping Free Webinar June 22, 2009 In this webinar we taught about material and information flow mapping as it was taught to Michael E. Parker while working with lean experts in Japan, using the original lean technique! Learn how to grasp the current condition of your workplace and how to incorporate lean metrics to improve your processes.

1. Materials & Information
FLOW MAPPING Your Partner For
Value-Centered Solutions
WELCOME

2. Webinar Outline
• About Michael E. Parker
• Seeing the Workplace
• Incorporating Lean Measurements
• Lean Certification
• Questions & Answers

3. Materials & Information
FLOW MAPPING Your Partner For
Value-Centered Solutions
About Michael E. Parker

4. B.S. Operations & Procurement
M.B.A in Management Science
1st Generation Lean Expertise
Handpicked by Akio Toyoda
Author & Award Winning
Entrepreneur

5. Materials & Information
FLOW MAPPING Your Partner For
Value-Centered Solutions
Seeing The Workplace

6. Seeing The Workplace
• After understanding the principles of
lean the next step is to grasp the
current condition of the workplace.
• Material and Information Flow Maps
are developed to analyze the
workplace.
To improve a
• When mapping out the value stream it value stream
is good to begin from left to right. you must first
OBSERVE and
• It is important to use your core team understand it.
to gather accurate data based on the
true condition of the workplace

7. Seeing The Workplace
• Determine individual assignments for the project team.
• Key Roles on the Project Team
– Recorder to draw on flipchart, whiteboard, or piece of paper
– Facilitator to keep meeting and project on schedule
– Timekeeper to be responsible for collecting accurate cycle times
and queue times
• And any other relevant data
• Determine the main processes for the value stream being
focused on.
– Draw a rough sketch of the entire value stream involving the
whole team
– Ensure everyone has the same value stream perspective.

8. Seeing The Workplace
Supplier Customer
Process Process Process
A B C
upstream downstream

9. Seeing The Workplace
• Go to where the action is Utilize the GO-GO
– You must understand where you
are before you can decide where Philosophy
you want to go Go see, go hear, go touch,
• Don’t rush through this step
– You will have to make changes go smell, and go taste
along the way Genchi-Genbutsu
– Don’t assume anything or use
“standard data”.
– Let the workplace speak for itself
– Use a stopwatch
– Focus on the most accurate and
useful information
– Think in terms of “flow”. Observe
how work units and information
move upstream and downstream
– CRITICAL: Try not to think about
solutions

10. Seeing The Workplace
• Always collect the following data:
– Total time per workday
– Regularly planned downtime (meetings, lunch, breaks, etc.)
– Available time: subtract regularly planned downtime from total
time
– Number of people working in the process
– Quantity of work performed in one day by one person
– Frequency at which work is delivered to the next process
– Cycle time - the time it takes to perform a process one time or for
one work unit to be processed
– Queue time - the amount of time a work unit will wait before a
downstream process is ready to work on it

11. Seeing The Workplace
Information
Supplier
Process Process Process Process Process
A Queue B Queue C Queue D Queue E
Cycle Cycle Cycle Cycle Cycle
Process Process Process Process Process
J Queue
I Queue H Queue G Queue
F
Cycle Cycle Cycle Cycle Cycle
Process Process Process
K Queue
L Queue
M Queue Customer
Cycle Cycle Cycle

12. Materials & Information
FLOW MAPPING Your Partner For
Value-Centered Solutions
Lean Measurements

13. Incorporating Lean Measurements
• After creating your material and information flow map and gathering
data we are ready to identify the best lean metrics to assist in
achieving our lean goals.
• The best way to get people to contribute to lean initiatives is to give
them a simple means of understanding the impact of their
improvement activities
Lean metrics help drive
continuous improvement
and waste elimination.

14. Incorporating Lean Measurements
• Lean measurements should be based on the seven
deadly wastes.
• As we dig deeper into the value stream, we can
break measurements down into smaller pieces.
• For example, total order cycle time could include
the following:
– Time spent waiting, walking, entering data, retrieving
files, opening mail, and processing.

15. Incorporating Lean Measurements
A B C D E
5m + 10m + 10m + 15m + 5m = 45m
Queue Queue Queue Queue
Time Time Time Time
Cycle Cycle Cycle Cycle TOTAL
Time Time Time Time LEAD TIME
240m + 480m + 480m + 480m = 1680m
Total Cycle Time = 45m + Total Queue Time of 1680
= Total Lead Time of 1725
M = minutes
240m = 4 hrs (1/2 day)
480m = 8 hrs (1 day)

16. Incorporating Lean Measurements
• Total lead time is 1725 minutes
• Total lead time in hours
– 1725/60 minutes = 28.75 hours
• Total lead time in workdays
– 28.75/8 hours = 3.59 workdays
Value Added Percentage
Total cycle time divided by total lead time - 45/1725 = 2.6%
2.6% of total lead time is spent on value adding activities

17. LEAN FUNDAMENTALS Your Partner For
Value-Centered Solutions
Certification

18. Curriculum Overview
1. Understanding the Toyota Production System (1.5h)
2. Identifying and Eliminating the 7 Forms of Waste (1.5h)
3. The Benefits of Level Scheduling (1.5h)
4. The Pull System Philosophy & Kanban (1.5h)
5. Just-In-Time (1.5h)
6. Built-In-Quality & Visual Control (1.5h)
6 Classes @ $99 each
Total Cost: $594

19. Early Bird Discount
Early Bird Discount if you sign up by
July 24, 2009:
6 Classes @ $49 each
Only $294

20. Prepay for Only $249.95
($44 off the discount)
• Lean Fundamentals Certification
1. Understanding the Toyota Production System Sessions
2. Identifying and Eliminating the 7 Forms of Waste
viewable
3. The Benefits of Level Scheduling
for 30
4. The Pull System Philosophy & Kanban
5. Just-In-Time
days
6. Built-In-Quality & Visual Control
– Autographed copy of “Who Said So?”
(Valued at $19.95)
– Free webinar on Standardization & Kaizen
(Valued at $99)

21. What Is This Worth??
• Total Value = $713
– 6 Lean Fundamental Classes
– 1 Bonus Class:
Standardization & Kaizen
– Autographed
“Who Said So?” Book

22. This Is A Great Deal!!
VALUE If you prepay
by July 24
$713 $249.95

23. Lean Certification Your Partner For
Value-Centered Solutions
To Register Visit Us Online at:
vcminstitute.com
click “Products” then “Webinars”

24. Materials & Information
FLOW MAPPING Your Partner For
Value-Centered Solutions
Questions & Answers