How to create a Value Stream Map for

Construction

• What is Value

• What is Value Stream Mapping

• How do we create a VSM

• Choosing the activities the customer

values

• Where to start

5S, 3C’s, 5 Why’s, 8D, VSM, RCA, DMAICT, PDCA, DfMA

Where is the value?

What is Value

Value stream mapping is a lean management method of analyzing the current state and developing a future state series of events that take a product or service from its beginning through to the customer

If we relate this to construction activities it is the analysis of the actions or activities we undertake and identify the ones delivering the value to the customer.

We can then create the sequence of activities that add value and remove the ones not adding value.

What is Value Stream Mapping

• This is a team exercise

• Involve the people that are involved in the activities and process

• Focus on what actually happens not what should happen

• Identify the activities that add value

• Use the supplier to customer (SIPOC) focus on the activities that meet the customer permanent works requirements

How do we create a Value Stream Map

What does it look like? Purpose:

A quick and simple method to show the links between different

stages of a process.

It helps to develop shared understanding of how things work today

By identifying where delays occur, any unnecessary steps and/or

duplication and opportunities for improvement.

Where should it be used?

• During Collaborative planning sessions to better understand

more complex delivery processes

• During the delivery phase to facilitate Continuous Improvement

and more efficient delivery

How to do it:

1. Assemble representatives of the people involved in the process

2. Spend a few minutes clearly defining the start and finish points of the process

3. Discuss the tasks, information flows, decisions and actions which are needed to get from start to finish

4. One person writes down each point onto a post-it® and positions these in the right place from left to right on

the paper

5. Continue until the process is mapped from start to finish

6. As a group identify the areas of non value adding activities, unnecessary steps and/or duplication

7. Re-map the process taking account of the group discussion

Useful tips:

• Use post-it notes to capture the process (they can be moved if anything is added)

• It is important that the current process is mapped first and not what we want it to be

Dept A Dept B Dept C Dept D Dept E

Process Mapping

• Choosing the activities the customer values which will be the customer permanent works requirement

• The need to ensure the clarification of the customer permanent works requirements from all aspects, customer needs, customers customer, users etc

• Select the activity or series of activities to be under taken meeting the customer requirement – What needs to be done

– What the customer values

– What the final works looks like

– What basic materials is needed to meet the requirements

– Choose the main activity outputs

Choose the activities the customer values

• VSM follows on from the collaborative planning process mapping exercise, see guide

BAA-T-061. The earlier steps will set the scene for deciding where the value stream

occurs. These initial steps

– Engaging the whole team

– Using Visual Management to map out the process

– Identifying the milestones and key stages throughout the process

– Identifying the activities and timescales to deliver the customer permanent works

– Identifying the deliverables

– Identifying the responsibilities

– Any buffer or time float

• The value stream exercise needs to be done as a team ensuring all the activities are

correctly evaluated and agreed by all to be part of the value stream or not.

• The result of the exercise should be to establish the best process and what activities

or steps constitute value, essential non-value and if any waste.

• The mapping of the process steps can be done at different levels, the entire supply

chain or within the supply chain activities. The key is in the responsibilities for the

activity detail required.

Where to start

• Mapping the process flow

• Decide the boundary of the mapping. Many value stream maps are conducted from supplier through to customer within an organization and these should be the first boxes placed on your VSM to bound the process.

• Identify the inputs and outputs are for your process – SIPOC

– Materials, Resources, People, Timeline

• Add on the information flows and add these to the map

Material Received on

site

Material placed in

Store on site

Material Taken to working

area

Material Installed at Work Face

Material Checked Against

Drawings and Criteria

Material Despatched

and Delivered

To the Construction

Site

Hand Over to Customer

Supplier Order Received and Processed

Map the Process Flow

Customer

Material Received on

site

Material placed in

Store on site

Material Taken to working

area

Material Installed at Work Face

Material Checked Against

Drawings and Criteria

Material Despatched

and Delivered

To the Construction

Site

Hand Over to Customer

Supplier Order Received and Processed

Add Information Flows

Production Control

Weekly Schedule

Feedback/ Improvements

Status/ Updates

Customer

• Collect Process Step Data

• Record the process data for the process to be undertaken using the following items

• – Inventory

– Cycle Time (time taken to make one product)

– Change-over time (from last good piece to next)

– Uptime (on-demand machine utilisation)

– Number of operators

– Net available working time

– Scrap rate, if any

– Pack size/Pallet size

• Creating a time line and analysing the data

• Identify how long inventory remains in the system

• Identify how long a product is processed for

• Use inventory and daily demand to calculate how many days of inventory you have

• Processing time is taken to process one item not a batch

• Record the process data for the process to be undertaken using the following items

• Analyse the data

Analyze the Data ( eg. concrete)

OT = Hrs

C/T = 1 Hrs

C/O = 1 Hrs

U/T = 1 Hrs

Qual % = 100 %

OT = 1 Hrs

C/T = 1 Hrs

C/O = 1 Hrs

U/T = 1 Hrs

Qual % = 100 %

OT = 1 Hrs

C/T = 1 Hrs

C/O = 1 Hrs

U/T = 1 Hrs

Qual % = 100 %

OT = 1 Hrs

C/T = 1 Hrs

C/O = 1 Hrs

U/T = 1 Hrs

Qual % = 100 %

OT = 1 Hrs

C/T = 1 Hrs

C/O = 1 Hrs

U/T = 1 Hrs

Qual % = 100 %

OT = 20 Hrs

C/T = 1 Hrs

C/O = 1 Hrs

U/T = 1 Hrs

Qual % = 100 %

Overall Time OT = (overall time of activity)

Cycle Time C/T = (Tme taken to process)

Changeover C/O = (from last good piece to next)

Machine Utilisation U/T = (machine or operator utilisation)

Quality /Rework Qual % = (quality of work, scrap rate)

Analyze the Data (concrete)

• What does the VSM tell us? (need to relate

this to construction activities use the

waste mapping tool)

• The timeline tells us that the activity only

takes X minutes to be processed but a ????

of inventory can be within on site for ?????

• The data boxes show us which processes

have long changeovers or poor quality

performance????????????

• Nest Stage for our VSM

• The next stage is to create the ideal state

VS Map

• Challenge the activities for improvement

• Kaizen burst the process steps and

activities