Time MapseL_TimeMaps.11Notes.pdf · Time Maps Follow a simple restaurant (Salsa Squares) example to learn the key concepts of the eVSM Quick stencils. The content is organized to

Time MapsFollow a simple restaurant (Salsa Squares) example to learn the key concepts of the eVSM Quick stencils.

The content is organized to follow the continuous improvement process.

Course version: 026

Date Publised: 28 January 2021 www.evsm.com

How to Use this File

This file contains the reading materials and the exercise pages from the course (title on previous page).

While the course can only be taken on a computer, this booklet can be useful for note taking and later for

refresher training.

This booklet is designed for on-screen and print use. For on-screen use, we recommend Acrobat Reader

with the page display set to "Single Page View".

For hardcopy use, print the file on 8.5x11 or A4, and bind along the long edge.

Table of Contents

Lesson 1: Improvement Cycle 1

Working with eLeanor 2

Value Stream Types 4

Quick Stencils 4

Quick Stencil Components 5

Lesson 2: Capturing the Value Stream 8

Creating a Wall Map 9

Capturing the Wall Map in eVSM 10

Opening the Quick Time Stencil 11

Icon Color Codes in Quick Stencils 13

Quick Time Shapes 15

Moving Shapes Around in eVSM 17

How are the eVSM Base Stencils Organized? 19

Arrows on Value Stream Maps 20

Working with Timeline Shapes 23

Establishing Sequences on the Map 26

Lesson 3: Analyzing and Visualizing the Value Stream 30

Checking for Common Mapping Mistakes 31

The “Check” button 31

Solving the Map 33

Before Solve 33

After Solve 34

Using Charts to Visualize the Data 35

Plot Name Values Command 37

Filtering Data on Bar Charts 39

Using Gadgets to Visualize Data 40

Using Gadgets to Visualize Data (continued) 41

Using the Yellow Add-ons in Quick Stencils 43

Lesson 4: Handling Complex Value Streams 46

Parallel Processes 47

What is a Path? 47

The Path ID and Path Filter 48

Auto Path 50

AutoTag 50

Highlighting and Selecting Paths 53

All Paths 54

View Paths 55

Path Identification on Ladder Charts 60

Lesson 5: Units Handling 63

Working with Units 64

Converters Between New and Existing Units 65

Hidden Unit Converters for “Well-known” Conversion Values 66

Lesson 6: Resource Balancing 71

Modeling Resources 72

Resource Utilization 75

Resource Time vs Activity Time 77

Lesson 7: Brainstorm and Future State 79

Generating Improvement Ideas 80

Prioritizing Improvement Ideas 83

Kaizen Impact Matrix 83

Generating Kaizen Report 85

Doing What-If Studies 88

Salsa Squares is a new restaurant concept that prides itself on its fresh food and great customer service. It’s in a competitive fast

food industry and needs to have high efficiency to meet its targets.

You are the new OpEx manager for Salsa Squares and have been tasked with assessing and improving store operations. You decide

to start with an understanding of the current customer fulfillment value stream from customer entry to order payment. You plan to use

eVSM in support of the steps in the improvement cycle.

Lesson 1

Assess and improve the Customer Fulfillment value stream

of Salsa Squares.

Run the project using the steps in the improvement cycle.

Case Study Improvement Cycle

Improvement Cycle

Improvement Cycle

Salsa Squares G

reat

Food

Fresh

Salsa!

Rice &

Beans

Salsa & G

uacGreens /

Cheese

Pay U-shape Layout for Assembly Cell

Replace D4 Drilling Station

Milling Inventory Area 5S

New lighting in Hanger 501


Group Value Stream Mapping Event

Implement

Capture

Cycle Time / Takt Time Chart

Se

c/Ite

m

012345678

CT Per Unit

Activity Takt

Analyze

Brainstorm

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1

Qty Per Cycle Item10

Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2

Daily Order Weekly Order

1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map

Prioritize

5

4

3

2

1

1 2 3 4 5

Ease Of Implementation

Impact O

n V

alu

e

Kaizen Impact Matrix

001

002003

004

Value Stream

Improvement

Cycle

v026

eLeanor | Time Maps | Lesson 1 | page 1

1

1. Make sure you have a good eLeanor environment: large screen PC, 1280x720 resolution minimum, physical mouse with scroll wheel

2. When you complete an exercise, you MUST click the “Grade It” button

3. You WILL lose points if you get an exercise wrong the first time

4. If you are stuck on an exercise, check the Hint. If that does not help, go back and review the preceding Readme pages. If you are still

unsure, click the Feedback button in the eLeanor panel and ask your question.

Make sure YOU are

logged in You MUST click the

Grade It button to check

correct completion of

each exercise and to

record your score

Navigate pages

Reset exercise page

back to original

Send feedback and

questions to eVSM

Support

Check

Scorecard

Check Hint if unclear

about instructions

See table of contents

(TOC) for current lessoneLeanor Getting

Started video

See reference

(when available)

See video

(when available)

Important Notes

Working with eLeanor

eLeanor | Time Maps | Lesson 1 | Exercise 1 | page 2

2

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1

2

3

4

5

6

Implement Improvement Ideas

Draw Current State Map on Wall

Capture Map in eVSM

Analyze & Visualize the Value Stream

Find and Prioritize Opportunities

Design Future State

You will need to watch the video (click the video button in the eLeanor panel) to understand this sequence.

Continuous Improvement


3

Value Stream Types

Warehousing

Warehouse maps

Transactional

Office, services, and

healthcare maps

Supply Network

Supply chain maps

Processing

Plant level value stream

mapping of chemicals

and food processes

Plant level value stream

maps for discrete parts

and assemblies Manufacturing

Time

Simplest stencil that can

be used for any value

stream

There are different value stream map types (plant, supply chain, etc.) and as you would expect, they differ a little in the

metrics they use to visualize the waste. You should read through the map types (below), so you can select the appropriate

type for each of your Salsa Squares value streams.

In eVSM, each value stream type is called a Quick Stencil.

Quick Stencils


4

Each value stream type or (Quick Stencil) has automation and standardized components built-in. These include:

F(x)

Equations

Charts

Macro Shapes

C/TC/OLT

Variables

VSM Icons

Complete Icon Set : The most comprehensive icon set for value stream mapping.

Built-In Equations : Equations to compute aspects of lead time, capacity, and cost.

Built-In Charts

Standard Variables : Standardized variable names and meaning for each value stream type.

Macro shapes : Shapes with attached variables specific to each value stream type.

Quick Stencil Components


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Q. Which one of these Quick Stencil benefits is NOT true?

F(x)

Equations

ChartsMacro Shapes

C/TC/OLT

Variables

VSM Icons

Quick Stencils will tell you what improvements to make in what order

The variables in the Quick Stencil will be pre-defined as a standard

The calculation of Lead Time and other basic lean metrics will be automated

Automated charts will be available

Mapping shapes will come out as “macros” complete with data blocks

eVSM


6

· eVSM is designed to support the continuous improvement cycle

· “Quick Stencils” in eVSM support each value stream type

· Quick Stencils include a complete icon set, standard variables, macro shapes, built-in equations and built-in charts

You learned that:

Lesson Summary: Improvement Cycle

You are ready to apply the continuous improvement cycle to the Customer Fulfillment value stream, starting with the wall map

and capture steps.

What’s next:

Value Stream

Improvement Cycle

U-shape Layout for Assembly Cell






Implement

Capture


Se

c/I

tem

012345678

CT Per UnitActivity Takt

Analyze

Brainstorm

5

4

3

2

1

1 2 3 4 5


Imp

act O

n V

alu

e


1

2

3

4

Prioritize

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map


7

You have established the improvement steps for the Salsa Squares Customer Fulfillment value stream and are ready to begin by

creating a current state wall map, and then capturing it in eVSM. Let’s begin...

Lesson 2

Work with the store team to develop a wall map of

operations with average time measurements.

Accomplish the first two steps of the improvement cycle

and with wall map capture in eVSM.


Value Stream

Improvement

Cycle

Capturing the Value Stream

Capturing the Value Stream

v026


8

Important steps ahead of creating a wall map are in defining

which value stream is being mapped, and depending on it’s

complexity, formally organizing a mapping event.

In our simple example, let’s say you have already done this

and then taken time measurements over an hour for the

Customer Fulfillment process below, and over the lunch period

which you want to analyze.

From averages of the measurements, you create the

“wall map” on the right.

Creating a Wall Map


9

eVSM Toolbar – Note its organized from

left to right roughly in the sequence you

will use it. See the module names near

the bottom edge of the toolbar

The “Open” button is

used to access

eVSM’s Quick stencils

Quick stencils open to

the left of the page

The eVSM basic

shape stencils open to

the right of the page

You have a wall map, and the next step is to capture it in eVSM. You review (below) the components of the eVSM environment.

Capturing the Wall Map in eVSM


10

Open

Opening the Quick Time Stencil


11

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12

Before you capture the wall map using eVSM’s Quick Time stencil, you review how the icons in such stencils are color-coded and

organized.

Yellow icons following

EACH green icon represent

optional “add-on” variables

that can be glued to the

bottom of that green icon.

This “child” shape glues to

the “parent” shape.

Green icons are for

drawing the flow and are

the “parent” shape

White icons represent

summary centers

Magenta icons represent

automated charts

Red icons are required and

must be the first icons put

on a blank map

Icon Color Codes in Quick Stencils


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Q. Quick Stencil Icon Colors: Tick (double-click) all the following that are true.

Customer Center

Activity Center

Activity Capacity

Lead Time Chart

Magenta icons represent charts

Red icons are the first mandatory quick stencil shapes on a map

Green icons represent parent shapes for drawing the flow

Yellow icons can be used instead of green icons

Summary Center


14

The Quick Time stencil has macro shapes that you can drag out and drop. You will have to use these to capture the wall map

of the Customer Fulfillment value stream and review the contents of each macro shape (below).

Stencil Data

Customer Center

Activity Center

Activity Capacity

Wait Center

Resource Center

Summary Center

Lead Time Chart

Transport Center

Transmit Center

allA0040

#0A0050

#0A0060

allA0070

#0A0130 Z0010 P

#0A0110

Lead Time

all

Customers

Activity

Wait

Resource

Transmit Summary

Transport

DemandItem

Hrx.xx

SecAuto

Time Secx.xx

Time Secx.xx

SecAuto

Resource Qty Staffx.xx

Resource Utilization

%Auto

Time Secx.xx

SecAuto

Value Added % %Auto

Takt TimeMinItem

Auto

Total Time MinAuto

Time Secx.xx

SecAuto

Max CapacityItemHr

Auto

eVSM Data

QuickTime

10.12.0021.

0

Quick Time Shapes


15

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Wait


16

We are going to be looking at changes in the Customer Fulfillment value stream and this will require editing the map and moving

shapes around. Let’s review some tips that make modification easy.

The green shapes dragged out from Quick Stencils are “parent” shapes. If you move the parent, then all the

connected child shapes move also.

For unit converter shapes, the middle block is the parent.

For data shapes, the middle block (the value field) is the parent shape also. So, if you want to move or

delete the data shape, you must click on the value field.

For VA or NVA shapes, the left block is the parent.

allA0010

Customers

DemandItem

Hrx.xx

Max CapacityItemHr

Auto

Data shapes consist of a Name field and/or a Value field, and/or a Units field. To move or delete a

data shape, you MUST click on the Value field.

Name Value Units

60

Hr

Min

Minx.xx

Moving Shapes Around in eVSM


17

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A0150 all

DemandItemHr

250

allA0060

Customers

DemandItem

Hr250


18

The eVSM Base Stencils are on the right of the screen and contain individual eVSM drawing shapes. The Quick Stencils on the

left of the screen are actually macro combinations of shapes.

Base stencils have blue and white icons. The blue icons are actually FAMILIES of shapes. To access

members of the family, you:

· Drag out the icon

· Right-click the shape on the page

· Use “Change Shape” to select a different member

There are also right-click options to change the framing around the shape.

Base stencils are organized by categories like eVSM Arrows, eVSM Data, etc.

How are the eVSM Base Stencils Organized?


19

You remember that the arrows between the VSM shapes have specific meaning on a map. For example, push arrow, information

arrow, etc. You review the different arrow types before you add the arrows to the captured model.

The blue stacks of arrows found in the eVSM Arrows stencil have a variety of arrows in the right-mouse

menu after dragging out the shape. The “Straight Arrows” stack below has been dragged out and changed

to Information and Push arrows.

Make sure to glue each end of the arrow (by making sure a glue connection appears) to the center it is

associated with so that if the center is moved, the arrow will move with it.

Process Process

Arrows on Value Stream Maps


20

For Onlin

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Salsa / Guacamole Greens & Cheese Pay

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10


21

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Greens & Cheese Pay

SecAuto

Time Sec10

SecAuto

Time Sec15


22

1. The timeline shapes that appear below many of the center’s (shown in green below), denote VA and NVA times for the map.

2. In general if you line up the base of the green shapes, you will find that the timeline aligns correctly also.

3. If you want to align a timeline because the shapes are misaligned, then select any one of the timeline shapes, and right-click to access the “Align

Timeline” function.

4. If you want to move a whole timeline, then select any one of the timeline shapes and right-click to access the “Select Timeline” function. Once you

have selected the whole timeline, just drag it down to move it (typically to make space for additional data blocks for the centers).

As you draw the value stream map, you notice that the timeline shapes are part of the macro shapes. Aligning these can be painful so

there are a few help functions. You review these below.

#0A0010 #0A0020

#0A0030

allA0040

B C

WaitCustomers

SecAuto

Time Secx.xx

SecAuto

Time Secx.xx Time Secx.xx

SecAuto

DemandItem

Hrx.xx

Timeline

shapes

VA

(Value Added Time)

shape

NVA

(Non Value Added Time)

shape

Working with Timeline Shapes


23

For Onlin

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1A0030

allA0040

B C

WaitCustomers

SecAuto

Time Secx.xx

SecAuto


SecAuto

DemandItem

Hrx.xx


24

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1A0020

1A0030

Activity

Wait

Activity

SecAuto


SecAuto

SecAuto

Time Secx.xx


25

1. Sequence arrows allow you to perform upstream and downstream calculations.

2. To connect a single arrow, select the upstream center for example, “A”, then shift-select the downstream center, for example,

“B” and finally click the “Sequence” button in the eVSM toolbar.

3. You can create arrows individually or as a chain. To create the chain, keep selecting more downstream centers in the correct

order using shift-select. Then click the sequence button in the toolbar.

Sequence

You will want to know the Total Customer Time through the process, and this requires some knowledge of the process sequence.

This is established as shown below.

#0A0010 #0A0020

#0A0030

allA0040

A B

WaitCustomers

SecAuto

Time Secx.xx

SecAuto


SecAuto

DemandItem

Hrx.xx

Establishing Sequences on the Map


26

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#0A0010

#0A0020 #0A0030

#0A0040

allA0050

A

B C

DE

SecAuto

Time Secx.xx

SecAuto

Time Secx.xx

SecAuto


SecAuto

DemandItem

Hrx.xx


27

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A0010

A0020 A0030 A0040

allA0060

A0050

Wait

Bowl with Rice & Beans Salsa / Guacamole Greens & Cheese

Customers

Pay

Time Sec180

SecAuto

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

DemandItem

Hr250

SecAuto

Time Sec15

P

P P P P


28

You can capture the wall map electronically in eVSM, complete with data values and process sequence. You can see it’s fast

and simple using the Quick Time stencil.

You learned that:

Lesson Summary: Capturing the Value Stream

This map can be shared with others, but how do you use it to analyze and visualize the waste in the value stream?

What’s next:


29

You have captured the map for the Customer Fulfillment value stream and your next step is to analyze the map to help you see the

waste in terms of metrics like VA, NVA, Lead Time, and Capacity. Let’s learn how.

Lesson 3

By analyzing the map, it will be easier to “see” the waste in

the Customer Fulfillment value stream.

The analyze phase will allow waste to be looked at in terms

of key metrics and associated charts. The goal is to provide

a clear visual understanding that will lead to better ideas in

the “Brainstorm” step.

Salsa Squares G

reat

Food

Fresh

Salsa!

Rice &

Beans

Salsa & G

uacGreens /

Cheese

Pay








Implement

Capture


Se

c/Ite

m

012345678

CT Per Unit

Activity Takt

Analyze

Brainstorm

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map

Prioritize

5

4

3

2

1

1 2 3 4 5


Impact O

n V

alu

e


001

002003

004

Value Stream

Improvement

Cycle

Analyzing and Visualizing the Value Stream

Analyzing and Visualizing the Value Stream

v026


30

Before you Solve the map, just check it for common mapping errors. The Check button identifies common user mistakes

on the map. In the map below for example, the user has forgotten to fill in the two input data fields (x.xx)

Checking for Common Mapping Mistakes

The “Check” button

Check

The “Check” button is designed to catch some of these

problems and will display this form if it finds any.

Example problems are:

You can select the error and use the Highlight buttons in

the form to highlight and zoom into the problem area on

the map.

The problems will be reported incrementally. So, fix the

problems reported and then run the Check function

again. Repeat until you see a message like this:

Read These Notes

Check

· Unconnected Sequence arrow

· Missing mandatory data

· Missing units convertors

· Unglued datashapes

· Duplicate Operation tags


31

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Which of the following problems were reported by the Check button?

Tick all that apply.

Missing data value

Disconnected Sequence Arrow

Missing Customer Shape

Complete This Exercise

1A0010

1A0020 1A0030 1A0040

allA0060

1A0050

Wait


Customers

Pay

Time Sec180

SecAuto

SecAuto

Time Secxx

SecAuto

Time Sec10

SecAuto

Time Sec10

DemandItem

Hr250

SecAuto

Time Sec15


32

The Quick Time stencil you are using includes equations that do the basic lean calculations for VA time, NVA time, Takt Time,

and Total Customer Time.

Once you have checked the map, you can use the “Solve” button to apply the equations. Values on the map that are a result of

the equations are shown in blue, (see below).

Solving the Map

Read These Notes

Before Solve After Solve

Solve

#0A0010 1A0020

Bowl with Rice & Beans Bowl with Rice & Beans

SecAuto

Time Sec10

Sec10.00

Time Sec10

Max CapacityItemHr

Auto Max CapacityItemHr

360.00


33

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“Solve” the map to find the “Total Time” for the value stream, and

select the correct value below.

4 Min

3 Min

3.75 Min

3.25 Min

Complete This Exercise

1A0010

1A0020 1A0030 1A0040

allA0060

1A0050

Z0010 P

Wait


Customers

Pay

Summary

Time Sec180

SecAuto

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

DemandItem

Hr250

SecAuto

Time Sec15

Value Added % %Auto

Takt TimeMinItem

Auto

Total Time MinAuto


34

As maps get larger, it is hard to understand the data by just looking at the numbers. Each Quick Stencil comes with pre-built

charts (like the Lead Time Chart), and it’s also possible to create user-defined charts.

Pre-built charts are dragged out from the Quick Stencil, and then plotted via the right-click menu.

Read These Notes

Edit Ladder Chart Data

Plot Ladder Chart

Lead Time

all

Drag out the

Lead Time

Chart icon

Right-click the chart

shape and select “Plot

Ladder Chart”

1 2

Lead Time ChartMin

0 0.5 1 1.5 2 2.5 3 3.5 4

A0010

Wait

A0020

Bowl with Rice

& Beans

A0050

Salsa /

Guacamole

A0060

Greens &

Cheese

A0070

Pay

3.75

Non Value Added

Legend

Value Added

The chart will be

plotted on the page

3

Using Charts to Visualize the Data


35

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1A0010

1A0020 1A0050 1A0060

allA0080

1A0070 Z0010 P

Wait


Customers

PaySummary

Time Sec180

Sec180.00

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Value Added % %20.00

Takt TimeMinItem

0.24

Total Time Min3.75


36

The “Plot Name Values” command generates a bar chart for any variable on the map.

Read These Notes

Plot Name Values

1A0010 1A0020 1A0030

Activity A Activity B Activity C

SecAuto

Time Min15

SecAuto

Time Min7

SecAuto

Time Min11

Ex4_Ref1 - Time

Min

0

2

4

6

8

10

12

14

16

A0010

Activity

A

A0020

Activity

B

A0030

Activity

C

Time

Legend

Plot Name Values Command


37

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1A0010

1A0020 1A0030 1A0040

allA0060

1A0050

Wait


Customers

Pay

Time Sec180

Sec180.00

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15


38

Sometimes, one or two activities can swamp out all the other activities on a chart. Example:

Unwanted data can be omitted from the chart with these steps:

1. Color the operation tags for activities to be omitted with any non-white color.

2 Open the Edit Chart dialog

3. Make sure the “Color Tags” check box is Off.

4. Update (re-plot) the chart.

XY

Chart

Chart Title

Se

c

0

1000

2000

3000

4000

5000

6000

7000

8000

A001

0

Mea

sure

Ingr

edient

s

A002

0

Mix

A003

0

Bak

e an

d Coo

l

A004

0

Add

Icing

Time

Legend

XY

Chart

Chart Title

Se

c

0

50

100

150

200

250

300

A001

0

Mea

sure

Ingr

edient

s

A002

0

Mix

A004

0

Add

Icing

Time

Legend

Time Min5 Time Min3 Time Hr2 Time Min5

Measure

IngredientsMix Bake and Cool Add Icing

A0050 A0060 A0070 A00801 1 1 1

Edit Chart Data

Plot Chart

Create Spreadsheet

________________________

Add leader

Enable Leader Line

________________________

Where From

1

2

3

4

Filtering Data on Bar Charts


39

In addition to charts, you can use geometric gadgets to visualize data with the gadget positioned near

the data block they represent. Any NVU (data shape in Name-Value-Unit format) variables on the map

can be linked to visual gadgets whose size and color changes in proportion to the value. This allows you

to visualize values “in-place” on the map.

Gadgets are available in many shapes as shown on the right. Each gadget has exactly one parameter

(eg. length, area, thickness, etc.) which can be tied to represent a data value. Different gadgets can be

used to represent different variables on the same map. Gadgets size/color will update automatically for

any changes in data when the “Solve” is run. Gadgets may also be updated with the Update

button in the eVSM ribbon.

Gadget properties (scale, colors, visibility) can be managed with the Gadgets button in the

eVSM ribbon.

Gadgets

Read These Notes

Update

allA0190

Share % %100

Effective Demand

ItemWeek

1500.00

Customer

Customer Demand

ItemDay

300

eVSM

Data

QuickMfg

9.32.0000.

1

52

Year

Week

40

Week

Hr

5

Week

day

Un

itsYeti Parts

1A0010

Activity Lead Time

Day1

Derby Co.

2A0070

Activity Lead Time

Day2

Bike Components

1A0030

Inventory Item300

Day1.00

1A0040

Qty Per Cycle Item1

CapacityItemDay

640.00

Pre OEE Capacity

ItemDay

800.00

OEE Percent %80.00

Assemble Accessory

Kits

Min9.00

1.00

Cycle Time Min9

Accessory Kits

1A0050

Inventory Item300

Day1.00

Plain Frames

2A0090

Inventory Item900

Day3.00

2A0100

Qty Per Cycle Item1

CapacityItemDay

400.00

Pre OEE Capacity

ItemDay

400.00

OEE Percent %100.00

Prepare

Min12.00

1.00

Cycle Time Min12

Clean Frames

2A0110

Inventory Item100

Day0.33

2A0120

Qty Per Cycle Item3

CapacityItemDay

768.00

Pre OEE Capacity

ItemDay

960.00

OEE Percent %80.00

Paint

Min18.00

1.00

Cycle Time Min18

Painted Frames

2A0130

Inventory Item120

Day0.40

#2A0140

Qty Per Cycle Item1

CapacityItemDay

1920.00

Pre OEE Capacity

ItemDay

1920.00

OEE Percent %100.00

Assemble

Min3.00

1.00

Cycle Time Min3

Bikes

#2A0150

Inventory Item120

Day0.40

#2A0160

Qty Per Cycle Item1

CapacityItemDay

360.00

Pre OEE Capacity

ItemDay

360.00

OEE Percent %100.00

Pack

Min8.00

1.00

Cycle Time Min8

Boxes

#2A0170

Inventory Item500

Day1.67

Internal Transport

1A0060

Transport Frequency

TripDay5

Transport Time

Min30

Day0.06Train

2A0080

Transport Frequency

TripWeek1

Transport Time

Min60

Day0.13

Truck

#2A0180

Transport Frequency

TripWeek2

Transport Time

Min30

Day0.06

1A0020

Transport Frequency

TripYear12

Transport Time

Day1

Day1.00

Added Cost$

Item80

Cumulative Cost

$Item

80.00

Added Cost$

Item120

Cumulative Cost

$Item

120.00

Cumulative Cost

$Item82.00

Added Cost

$Item0.00

Added Cost$

Item30

Cumulative Cost

$Item

112.00

Cumulative Cost

$Item

112.00

Added Cost

$Item0.00

Cumulative Cost

$Item

121.00

Added Cost

$Item0.00

Added Cost$

Item10

Cumulative Cost

$Item

131.00

Cumulative Cost

$Item

131.00

Added Cost

$Item0.00

Added Cost$

Item25

Cumulative Cost

$Item

156.00

Cumulative Cost

$Item

156.00

Added Cost

$Item0.00

Added Cost$

Item40

Cumulative Cost

$Item

309.00

Cumulative Cost

$Item

309.00

Added Cost

$Item0.00

Added Cost$

Item5

Cumulative Cost

$Item

314.00

Cumulative Cost

$Item

314.00

Added Cost

$Item0.00

Cumulative Cost

$Item

113.00

Added Cost

$Item1

Cumulative Cost

$Item

121.00

Added Cost

$Item1

Cumulative Cost

$Item

314.00

Added Cost

$Item0.00

Cumulative Cost

$Item82.00

Added Cost

$Item2

Activity TimeHr

Day16

Stations Stn5

Day0.00

Stations Stn12

OEE Input Percent

%80

Stations Stn12 Stations Stn6

Stations Stn15

OEE Input Percent

%80

Triangle Area

GadgetBar Height

Gadget

Using Gadgets to Visualize Data


40

To apply, drag out the “Bar Height” gadget from the “eVSM

Charts and Gadgets” stencil on the right and position it near

the data value with which it will be associated. Apply a fill color

to the gadget if you wish.

Select the gadget, drag and glue the gadget’s yellow flying

connector to the side of the NVU data shape and in the middle

of the side.

Right-click on the gadget and use the “Create By Example”

option to create similar gadgets near all “Cycle Time” NVU’s

on the map as shown on Process B.

The “Create By Example” creates a similar gadget on the

maps for every instance of the selected variable.

Read These Notes

Process A

Process A

Process A

Process B

Cycle Time Min2

Cycle Time Min2

Cycle Time Min2

Cycle Time Min6

Activate Gadget

Create Gadgets By Example

Show Gadget Collection

Manage Gadget Collections

You can manage the gadget family using the “Gadget

Manager” button in the eVSM ribbon. This allows you to scale

the gadget and even apply color-coding to it based on variable

value

Using Gadgets to Visualize Data (continued)


41

For Onlin

e Course O

nly

1A0010

1A0020 1A0030 1A0040

allA0060

1A0050

Wait


Customers

Pay

Time Sec30

Sec30.00

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15


42

In addition to the Customer Lead Time, you are also interested in understanding the capacity of the different stations and in

making sure there is no overloading or excessive wasted capacity.

You recall that the yellow icons in the Quick Stencils represent optional input data and calculations. The shapes from the add-on

are glued to the bottom of the existing data blocks on the map.

Note that there is a unique correspondence between green icons in the stencil and the yellow icons that immediately follow the

green icon. So yellow icons can be used ONLY with the green icons they “belong” to.

#0A0010

Activity

SecAuto

Time Secx.xx

Max CapacityItemHr

Auto

This yellow add-on can only

be used with the green

center above it

Make sure a glue connection

appears, to confirm they are

glued together

Using the Yellow Add-ons in Quick Stencils

eVSM v11 automatic gluing function built in which allows you to simple drop the add-onb on the

parent shape. This will automatically position and glue it in the right place. This works both for

the green flow shapes and arrows (sequence arrows and resource pipes). However, it only

works when an add-on is moved straight from the stencil to the desired parent shape.


43

For Onlin

e Course O

nly

Q. Which one of these activities is the most severe bottleneck process?

Salsa / Guacamole

Bowl with Rice & Beans

Greens & Cheese

Pay

1A0060

1A0020 1A0030 1A0040

allA0010

1A0050 Z0020 P

Wait


Customers

PaySummary

Time Sec180

Sec180.00

Sec10.00

Time Sec10

Sec12.00

Time Sec12

Sec17.00

Time Sec17

DemandItem

Hr250

Sec14.00

Time Sec14


Takt TimeMinItem

0.24

Total Time Min3.88


44

Visuals can be pre-defined charts, value plots of any variable on the map, or geometric gadgets like bars that represent

variable values and are positioned next to the variables they represent.

You have seen that visuals are easy to apply and are critical in prioritizing what improvements to make. They also make the

map easier to understand by the whole team and this leads to better improvement ideas and prioritization.

You learned that:

Lesson Summary: Analyzing and Visualizing the Value Stream

So far you have captured and analyzed a simple “linear” value stream map. But what if there are parallel operations?

What’s next:

Value Stream

Improvement Cycle







Implement

Capture


Se

c/I

tem

012345678


Analyze

Brainstorm

5

4

3

2

1

1 2 3 4 5


Imp

act O

n V

alu

e


1

2

3

4

Prioritize

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map


45

Marketing wants to introduce a station to make fresh, custom, and on-demand salsa into the process. This is going to have to

happen on a parallel lane in the value stream. Let’s modify the map to accommodate this.

Lesson 4

Rice &

Beans

Add Salsa &

Guac

Greens /Cheese

Pay

Chop

Ingredie

nts

Place Salsa

Order

Blend Guac &

Salsa

Operational efficiency is going to face a stiff challenge with

marketing’s decision to have a “Fresh” made to order salsa

station.

Modifying the map becomes a bit easier with an electronic

model. You change the model and then re-analyze it to

assess the value stream.








Implement

Capture


Se

c/Ite

m

012345678

CT Per Unit

Activity Takt

Analyze

Brainstorm

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map

Prioritize

5

4

3

2

1

1 2 3 4 5


Impact O

n V

alu

e


001

002003

004

Value Stream

Improvement

Cycle

Handling Complex Value Streams

Handling Complex Value Streams

v026


46

Parallel processes require some special handling on maps because key outputs like Lead Time are not simply a case of adding

up all of the VA and NVA times.

To support parallel work, we will introduce the concept of value stream paths and you will generate path numbers for the map.

Each unique sequence through the value stream is considered a separate path and is assigned a path ID. The Green Centers can

each be on one or more paths.

In the example above, the left 3 green centers are on both paths 1 and 2. The right side shows two transportation options, either

a truck or car. The truck option is on path 2 and the car option is on path 1.

A0010 #2

A0020 #2

A0030 #2

A0040 2

A0050 1

Process A Process B

Parallel Processes

What is a Path?

This is on

path 2

This is on

path 1

This is on 2

paths (1 and 2)


47

The Path ID shapes will get populated with path numbers. Examples:

The center is on 3 different paths

You can make the actual path numbers visible above the Path IDs through right-mouse menus.

To minimize the numbers displayed, a colon is used to show any continuous ranges of numbers. For example 7:10 represents

paths 7,8,9,10.

A0010

Z0010

Process

Time Summary

Lead Time DayAuto

Total Value Added

MinAuto

Value Added Percent

%Auto

Takt TimeSecItem

Auto

Total Cycle Time

SecAuto

P

#3

P

P

The center is on path 77

A0020 #5

Inventory

Inventory Item2

1,3,5:7

The Path ID and Path Filter

Operation Tag

Used to sort data in

charts and for other

book keeping

Path ID

Used to identify a

path or paths that a

center is on.

Path Filter

Used to filter

calculation results

and charts by path.

To generate Path ID’s, add sequence arrows to the centers. Then click the button in the toolbar.Auto Path

The path numbers for this

inventory have been made

visible. This center is on

five different paths, which

are 1, 3, 5, 6, and 7.


48

For Onlin

e Course O

nly

Q. Which of these paths is this Wait Center below on?

2, 4, 5, 6

1, 2, 3

2, 3, 4, 6

1, 2, 4, 6

A0010

2:4,6

#4

Time Sec10

UnitAuto

Wait

2:4,6


49

After adding the Sequence arrows, the Auto Path button can be clicked to automatically generate the path IDs for all the possible

paths on the map based on the sequence arrows.

Auto Path

A quick way to tag activities in order of the sequence arrows is to use the eVSM Auto Tag button.

Charts are plotted in alphanumeric tag sequence, and the AutoTag button does a great job to help charts plot in upstream to

downstream sequence.

Auto Tag

Auto Path

AutoTag


50

For Onlin

e Course O

nlyA0090

A0130

A0100

A0120

A0110

Process A Process B

P P

P

P

P


51

For Onlin

e Course O

nly

A0010

A0030

A0020

A0040

A0050 A0060

allA0080

A0070

Wait

Cut Raw


Blend Salsa / Guacamole

Salsa / Guacamole Greens & Cheese

Customers

Pay

Time Sec180

SecAuto

SecAuto

Time Sec30

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

DemandItem

Hr250

SecAuto

Time Sec15

P

P P

P P P P


52

If you want to see the common paths that go through centers of interest,

then use the Same Paths button in the toolbar.

First select which centers on the map you’d like to view the paths for.

Hold down the SHIFT key if you want to select more than one center. In

this example, Process B and Process C are selected.

After the Same Paths button was clicked, Process B and Process C

are highlighted, reminding you which centers were selected. Only the

paths that go through both centers are highlighted, which are paths 3

and 4 in this case, shown in blue and red.

You can clear the highlighting on the page at any time by clicking the Clear button in the toolbar. Clear

Same Paths

The Path Filter shape can be populated in two ways:

1. Manually: Just double-click and a dialog will appear.

2. Automatically: While paths are highlighted on the map, click the “Set Path

from View” command in the right mouse menu of the Path Filter.

Show Paths on Center

Show Paths on All

Hide Paths on CenterHide Paths on All-------------------------------------All Paths-------------------------------------Select Paths

Set Path From View

1:5

#5A0010

3:5

#3A0020

1:4

#4A0030

1,3

#2A0040

2,4:5

#3A0050

3

3

3

3

44

Process A

Process B

Process C

Process D

Process E

44

P

Set Path From View

Highlighting and Selecting Paths

Z0010

Value Added % %Auto

Takt TimeMinItem

Auto

Summary

Total Time MinAuto

P


53

If you have various paths on the map, and want to see all of the paths that go through multiple centers, then use the All Paths

button in the toolbar. In the example below, Process C and Process D were selected using the SHIFT key, and then the All Paths

button was pressed. All of the paths are highlighted from Process C (1 and 2), and Process D (3).

The right-mouse option on the Path Filter of “Set Path from View” will work for this function as well.

Highlight Path Arrows

If you have multiple paths highlighted, like the red, green, or blue boxes, you can view their path by highlighting the sequence

arrows in the matching color. If you right-click on any of the highlighted path boxes, there is an option to “Highlight Path Arrows”.

This has been done for path 3.

All Paths

Customer B

Customer A

Process C

Process D

Process A

Process B

1:4

#4A0230

2:4

#3A0240

1:2

#2A0250

1:2

#2A0260

3:4

#2A0270

3

3A0280

11

1

2

2

2

2

3

33

3

All Paths

Customer B

Process C

1:5

#5A0010

3:5

#3A0020

1:4

#4A0030

1,3

#2A0040

2,4:5

#3A00505

5A0060

Process A

Process B

Customer A

Process D

All Paths


54

This toolbar button brings up a list of the paths in the model so that one or more can be selected and highlighted. The example

shows highlighting of path 3 below.

Customer B

Process C

1:5

#5A0120

3:5

#3A0110

1:2,4:5

#4A0100

1,4

#2A0080

2:3,5

#3A00703

3A0090

Process A

Process B

Customer A

Process D

View PathsView Paths


55

For Onlin

e Course O

nly

#2A0010

2A0030

1A0020

2A0040

#2A0050 #2A0060

allA0080

#2A0070

Wait

Cut Raw




Customer

Pay

Time Sec180

SecAuto

SecAuto

Time Sec30

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

DemandItem

Hr250

SecAuto

Time Sec15

Z0010 P

Summary

Value Added % %Auto

Takt TimeMinItem

Auto

Total Time MinAuto


56

For Onlin

e Course O

nly

#2A0010

2A0030

1A0020

2A0040

#2A0050 #2A0060

allA0080

#2A0070 Z0010 P

Wait

Cut Raw




Customers

PaySummary

Time Sec180

SecAuto

SecAuto

Time Sec30

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

DemandItem

Hr250

SecAuto

Time Sec15

Value Added % %Auto

Takt TimeMinItem

Auto

Total Time MinAuto


57

For Onlin

e Course O

nly8 Minutes

5 Minutes

4.25 Minutes

3.75 Minutes

Q. Which one of these is the “Total Time” for the longest path?

#2A0010

2A0030

1A0020

2A0040

#2A0050 #2A0060

allA0080

#2A0070

Z0020 1

Z0010 2

Wait

Cut Raw




Customers

Pay

Summary

Summary

Time Sec180

SecAuto

SecAuto

Time Sec30

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

SecAuto

Time Sec10

DemandItem

Hr250

SecAuto

Time Sec15

Value Added % %Auto

Takt TimeMinItem

Auto

Total Time MinAuto

Value Added % %Auto

Takt TimeMinItem

Auto

Total Time MinAuto


58

For Onlin

e Course O

nly

#2A0010

2A0030

1A0020

2A0040

#2A0050 #2A0060

allA0080

#2A0070

Z0020 1

Z0010 2

Wait

Cut Raw




Customers

Pay

Summary

Summary

Time Sec180

Sec180.00

Sec30.00

Time Sec30

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15


Takt TimeMinItem

0.24

Total Time Min3.75


Takt TimeMinItem

0.24

Total Time Min4.25


59

Lead Time ChartMin

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5

A0010

Wait

A0020

Bowl with Rice

& Beans

A0050

Salsa /

Guacamole

A0060

Greens &

Cheese

A0070

Pay

13.75

A0010

Wait

A0030

Cut Raw

A0040

Blend Salsa /

Guacamole

A0050

Salsa /

Guacamole

A0060

Greens &

Cheese

A0070

Pay

24.25

Non Value Added

Legend

Value Added

The lead time chart can display the timeline for all or a subset of the paths on the current map. Each timeline has a path number

to the right. These path numbers have a right-mouse menu which allows you to highlight or animate that path on the map.

Path Numbers

Path Identification on Ladder Charts

Highlight Path

Animate Path

Show Path Alias

Highlight Path Arrows

Show Pointers

Right-mouse

menu on these

path numbers

Lead Time

all


60

For Onlin

e Course O

nly

1A0010

2A0030

1A0020

2A0040

#2A0050 #2A0060

allA0080

#2A0070

Wait

Cut Raw




Customers

Pay

Time Sec180

Sec180.00

Sec30.00

Time Sec30

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Lead Time

all

Lead Time ChartMin

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0

A0010

Wait

A0020

Bowl with Rice

& Beans

A0050

Salsa /

Guacamole

A0060

Greens &

Cheese

A0070

Pay

13.75

A0030

Cut Raw

A0040

Blend Salsa /

Guacamole

A0050

Salsa /

Guacamole

A0060

Greens &

Cheese

A0070

Pay

21.25

Non Value Added

Legend

Value Added


61

Using the concept of sequence arrows and value stream paths, you were able to modify the map and analyze it to support

marketing’s concept of an additional fresh salsa station.

As you can imagine, this all has to operate very efficiently to maintain good margins. Later, you and the team are going to look

for opportunities to remove waste in the value stream, thus reducing cost and improving customer throughput.

You learned that:

Lesson Summary: Handling Complex Value Streams

As the map gets more complex and includes multiple products, it becomes important to be able to work in convenient units

that are easy to understand. You will look at units and unit converters that make this possible in eVSM.

What’s next:

Value Stream

Improvement Cycle







Implement

Capture


Se

c/I

tem

012345678


Analyze

Brainstorm

5

4

3

2

1

1 2 3 4 5


Imp

act O

n V

alu

eKaizen Impact Matrix

1

2

3

4

Prioritize

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map


62

The team needs to visualize the map easily so they can identify opportunities. One thing that makes visualization difficult, is use of

inappropriate units for time and for product quantity. You are going to take a quick look at units and how they can be managed for

both easy data input and output.

Lesson 5

Rice &

Beans

Add Salsa &

Guac

Greens /Cheese

Pay

Chop

Ingredie

nts

Place Salsa

Order

Blend Guac &

Salsa

You plan to put the data and any charts in the appropriate

units so mistakes are easy to spot, and the map easier to

understand when you show it to the team.

Using appropriate units will help the capture, analyze, and

brainstorming phases of the improvement cycle.








Implement

Capture


Se

c/Ite

m

012345678

CT Per Unit

Activity Takt

Analyze

Brainstorm

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map

Prioritize

5

4

3

2

1

1 2 3 4 5


Impact O

n V

alu

e


001

002003

004

Value Stream

Improvement

Cycle

Units Handling

Units Handling

v026


63

You may want to work in different time or quantity units in different parts of the value stream such as boxes, trays, bowls, items,

etc. Some of these units are already built into eVSM. Custom units may be added

NUM

Creating a Custom Unit

Click the Name and Unit Manager button in the eVSM toolbar.

Enter new unit

name

Working with Units

1

2

3

4 Click OK


64

1. Drag out a Units Converter shape from the eVSM Data Blocks stencil

on the right of the screen.

2. Double click on the default unit “Hr” to change the top unit to “Part”

and the default unit “Min” to change the bottom unit to “Item.” This

allows the calculator to account for the new unit. The top unit is the

original unit, while the number specifies how many of the bottom unit

makes up one of the top unit.

3. If you have more than one custom unit, repeat steps 1 and 2.

Note: Only the units that are connected via unit converter(s) will appear in the form when trying to change a variable unit on a

center. This is to avoid (for example) people converting quantity units to time units for a center, like the Inventory Center. To

ensure that the units you want to change appear in the form, create the converters first between any units you plan to use.

Unit Converters are necessary to provide conversion factors between compatible units. To create a Unit Converter:

60

Hr

Min

2

Part

Item

60

Hr

Min

2

Part

Item

60

Box

Part

Converters Between New and Existing Units


65

eVSM comes with hidden unit converters for well-known conversion values (Wks to Hrs to Mins). To check and see which unit

conversions are included, open the NUM and click “Unit Converters.”

If the conversion you need isn’t listed, you will need to include a Units Converter on your map in order to use your units. If the

conversion you need is listed then you will not need to include a Units Converter. An error may appear if you add an additional

Units Converter for a conversion that is included in eVSM, such as hours to minutes.

Hidden Unit Converters for “Well-known” Conversion Values

These switches allow

you to hide/show

units converters on

the map


66

For Onlin

e Course O

nly5

Item

Part

1A0010

1A0020 1A0030 1A0040

allA0060

1A0050

Wait


Customers

Pay

Time Sec180

Sec180.00

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15


67

For Onlin

e Course O

nly

1A0010

1A0020 1A0030 1A0040

allA0060

1A0050

Wait


Customers

Pay

Time Sec180

Sec180.00

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15


68

For Onlin

e Course O

nly12

Day

Hr

6

Week

Day

1A0010

1A0020 1A0030 1A0040

allA0060

1A0050

Wait


Customers

Pay

Time Sec180

Sec180.00

Sec10.00

Time Sec10

Sec10.00

Time Sec10

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15


69

You can input and output data in convenient units on the map. This will let you make the Customer Fulfillment map easier to

read and understand. Next let’s go back to the Salsa Squares and the revised value stream intended by marketing. One of the

major costs is labor so we will add that to the model and see how it can be optimized.

You learned that:

Lesson Summary: Units Handling

You have created a map to include marketing’s concept of fresh salsa and it shows the staffing operation and hence cost has

gone up. Next you review the map with the team and see what operational improvements can be made.

What’s next:

Value Stream

Improvement Cycle







Implement

Capture


Se

c/I

tem

012345678


Analyze

Brainstorm

5

4

3

2

1

1 2 3 4 5


Imp

act O

n V

alu

e


1

2

3

4

Prioritize

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map


70

Marketing’s concept of a fresh salsa station has also introduced the need for additional staffing, and this is increasing the operational

cost. You plan to look at resource usage efficiency for the operation, and if possible, directly on the map...

Lesson 6

Rice &

Beans

Add Salsa &

Guac

Greens /Cheese

Pay

Chop

Ingredie

nts

Place Salsa

Order

Blend Guac &

Salsa

The new salsa station needs to be introduced in a way that

minimizes additional head count.

You can analyze the map for key metrics like resource

utilization in support of the marketing initiative.








Implement

Capture


Se

c/Ite

m

012345678

CT Per Unit

Activity Takt

Analyze

Brainstorm

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map

Prioritize

5

4

3

2

1

1 2 3 4 5


Impact O

n V

alu

e


001

002003

004

Value Stream

Improvement

Cycle

Resource Balancing

Resource Balancing

v026


71

Auto Pipe

1. Drag the Resource Center from the stencil onto the map.

2. Select the Resource Center (A), then while holding down the shift key, select the activities (B & C) the resource serves.

3. Click the “Auto Pipe” button in the ribbon to automatically create pipe arrows from the Resource Center to each of the

activities.

4. Fill in any required data (denoted by xx) on the Resource Center.

5. When the map is solved, the Resource Utilization numbers will be calculated.

It is useful on maps to:

· See how resources are used for activities.

· Make sure the work is balanced across the resources.

· Ensure there is no over-burdening which would lead to bottlenecks and queues.

In eVSM, the Resource Center is put on the map and data is added for the quantity of resource available. This resource is then

connected by “Pipe” arrows to the activities that need it. Pipe arrows are used for resource allocation only. The steps are as

follows:

#0A0010

allA0040

#0A0030

Activity Center 1

Resource Center

Activity Center 2

Time Sec10

Resource Qty Staff6


%Auto

Time Sec15

B C

A

Modeling Resources


72

For Onlin

e Course O

nly

Resource

A0240 all

Resource Qty

Staff7


%Auto

#2A0130

#2A0200

1A0220

2A0140

1A0210

#2A0150 #2A0160

allA0120

#2A0170

Wait

Choose Salsa / Guacamole

Chop Ingredients




Customers

Pay

Time Sec180

Sec180.00

Sec15.00

Time Sec15

Sec15.00

Time Sec15

Sec10.00

Time Sec10

Sec20.00

Time Sec20

Sec8.00

Time Sec8

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Max CapacityItemHr

240.00


73

For Onlin

e Course O

nly

#2A0010

1A0020

2A0040

1A0030

2A0050

#2A0060

allA0090

#2A0070

allA0100

#2A0080

Wait


Chop Ingredients



Salsa / Guacamole

Resource

Greens & Cheese

Customers

Pay

Time Sec180

Sec180.00

Sec15.00

Time Sec15

Sec15.00

Time Sec15

Sec10.00

Time Sec10

Sec20.00

Time Sec20

Sec8.00

Time Sec8

Resource Qty Staff7


%Auto

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Max CapacityItemHr

240.00


74

Resource Utilization (%) =

1A0050 1A0040

allA0070

allA0060

Activity A Activity B

Resource

Customers

Sec20.00

Time Sec20

Sec50.00

Time Sec50

Resource Qty Staff7


%90.28

DemandItem

Hr325

Resource Used

Resource Available

Z0010 P


Takt TimeMinItem

0.18

Summary

Total Time Min1.17

Resource Used = Demand * Total time per Item

= 325 * 70 = 22750 Seconds

Resource Available = Total Resource Time per hour

= 7 * 60 * 60 = 25200 Seconds

Resource Utilization (%) =22750

25200* 100%

= 90.28%



75

For Onlin

e Course O

nly

Q. If management requires staff utilization to be >80%, but <90%,

which one of these staff member quantities should the facility have?

7

8

9

10

11

#2A0140

#2A0210

2A0230

1A0150

2A0220

#2A0160

allA0250

#2A0170

allA0130

#2A0180

Wait


Chop Ingredients



Salsa / Guacamole

Resource

Greens & Cheese

Customers

Pay

Time Sec180

Sec180.00

Sec15.00

Time Sec15

Sec15.00

Time Sec15

Sec10.00

Time Sec10

Sec20.00

Time Sec20

Sec8.00

Time Sec8

Resource Qty Staffx.xx


%Auto

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Max CapacityItemHr

240.00


76

Sometimes, the resource process time required is not the same as the activity process time. Below are some examples.

eVSM Mix Manufacturing Mix Processing, and the other main stencils (this is not available in Quick Time) allows you to input the

Resource PT (process time) on the resource pipe arrow.

Read These Notes

Activity X

Operator A Operator B

Resource PT

Min4

A0110

A0120

A0130

Resource PT

Min1

Process Time Min5

Activity Y

Operator C

Resource PT

Min8

A0140

A0150

Process Time Min4

Activity Z

Operator D

Resource PT

Min3

A0160

A0170

Process Time Min20

Example 1

Two different resources

contributing to complete

Activity X

Example 2

Operator C completes this activity in 4

Min, but then has to spend an

additional 4 Min for paperwork after the

work item has gone

Example 3

Operator C starts this activity

and then leaves it to complete

on it’s own, e.g. baking bread.

Resource Time vs Activity Time


77

You can explore resource utilization directly on the map. This is important because resources represent a significant part of

the operational cost of the store, which is impacted adversely by the new marketing “Fresh Salsa” initiative.

You learned that:

Lesson Summary: Resource Balancing

You have created a map to include marketing’s concept of fresh salsa and it shows the staffing increase and hence cost has

gone up. Next you review the map with the team and see what operational improvements can be made.

What’s next:

Value Stream

Improvement Cycle







Implement

Capture


Se

c/I

tem

012345678


Analyze

Brainstorm

5

4

3

2

1

1 2 3 4 5


Imp

act O

n V

alu

e


1

2

3

4

Prioritize

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map


78

You have seen that about 8 staff are currently needed to do the work at the store once the new salsa station has been implemented.

You gather the team to review the map and generate ideas towards improving operation efficiency. You plan to use Kaizen

Starbursts to show opportunities directly on the map so they can be discussed in context and prioritized.

Lesson 7

Rice &

Beans

Add Salsa &

Guac

Greens /Cheese

Pay

Chop

Ingredie

nts

Place Salsa

Order

Blend Guac &

Salsa

The planned headcount with the new salsa station is

unacceptable. The team needs to come up with

improvement ideas to reduce this whilst maintaining high

levels of customer service.

Improvement ideas can be placed directly on the map and

prioritized using what-if studies when they are useful. This

would lead to a recommended future state and

corresponding implementation plan.








Implement

Capture


Se

c/Ite

m

012345678

CT Per Unit

Activity Takt

Analyze

Brainstorm

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map

Prioritize

5

4

3

2

1

1 2 3 4 5


Impact O

n V

alu

e


001

002003

004

Value Stream

Improvement

Cycle

Brainstorm and Future State

Brainstorm and Future State

v026


79

Opportunities, risks or problems identified for the value stream can be

put on the map using Kaizen bursts. Corresponding solutions or actions

can be identified on the map with Kaizen clouds and leader lines from

the bursts can connect to the corresponding clouds (one or more). For

bursts and clouds, you can generate additional properties and then

export them to a spreadsheet. This area was enhanced in v10.32

Selecting Kaizen Properties

You can select which data is important for Kaizen Starbursts and/or for

Kaizen Clouds via the Kaizen Properties toolbar button

Check or uncheck the boxes to add/remove properties of interest to you.

Kaizen Properties

For any Kaizen shape on your map, if you right-click and choose “Edit Kaizen”, it will display an input form with just the properties

you have selected.

Scro

ll D

ow

n to

se

e a

ll o

ptio

ns

Double-click on

‘Visible’ to

toggle all

visibility on/off

Solution

002

Problem

003

Solution

004Generating Improvement Ideas


80

For Onlin

e Course O

nly

#2A0010

2A0020

1A0040

2A0030

1A0050

#2A0060 #2A0070

allA0090

#2A0080

Wait


Chop Ingredients




Customers

Pay

Time Sec180

Sec180.00

Sec15.00

Time Sec15

Sec15.00

Time Sec15

Sec10.00

Time Sec10

Sec20.00

Time Sec20

Sec8.00

Time Sec8

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Max CapacityItemHr

240.00

Kaizen

Data


81

For Onlin

e Course O

nly

Have customers

choose salsa/

guac while

waiting.

#2A0010

1A0020

2A0040 2A0050

1A0030 #2A0060 #2A0070

allA0090

#2A0080

Wait


Chop IngredientsBlend Salsa / Guacamole


Customers

Pay

Time Sec180

Sec180.00

Sec15.00

Time Sec15

Sec15.00

Time Sec15

Sec20.00

Time Sec20

Sec10.00

Time Sec10

Sec8.00

Time Sec8

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Max CapacityItemHr

240.00


82

Improvement ideas can be prioritized by using the Impact and Ease of Implementation properties of the Kaizen Starburst and

plotting an Impact Matrix.

6

Highlight Kaizen

To edit the Impact and Ease of Implementation properties of each starburst, right-click the starburst and select “Edit Kaizen”. A

form will appear allowing you to edit the various properties. Similarly, you could also edit the values via Excel spreadsheet and

use the Kaizen Import button to bring the values back into eVSM.

Impact (1-5): What impact this

project will have on the value stream.

1 = Low, 5 = High

Ease of Implementation (1-5): How

easy/difficult will it be to implement this

measurable improvement to the Value

Stream?

1 = Difficult, 5 = Easy

Kaizen Import

The Kaizen Impact Matrix uses the “Impact” and “Ease of Implementation” custom properties of Kaizen Starbursts to plot an

Impact Matrix. The objective of the matrix is to help select projects for implementation to improve the value stream.

On the matrix plot, each Kaizen Starburst is plotted with a mini-starburst. The mini-starbursts contain a copy of the custom

properties from the Kaizen Starbursts. They are numbered based on the ID’s of the Kaizens on the map (ID’s are circles glued to

the top left of the Kaizen shapes). A right-mouse click on any of the mini-Kaizens allows for selection and highlighting of the

parent map Kaizen.


Prioritizing Improvement Ideas


83


Plot Kaizen Impact Matrix

You can change the fill color of each starburst if you wish and the colors will

be shown on the Impact matrix.

Using the Renumber Kaizen button in the toolbar, Kaizens can be renumbered in order starting at 001. Select the Kaizen

Starbursts in the sequence you want using the Shift key, and then click the Renumber Kaizens button. Any un-selected Kaizen

shapes will get numbered after the selected Kaizen shapes. Renumber Kaizens


You can drag out the Kaizen Key Creator from the eVSM Kaizen stencil to differentiate each Kaizen Starburst by description.

Such descriptions are typically placed below or to the side of the Impact Matrix.

Kaizen Key Creator

5

4

3

2

1

1 2 3 4 5


Imp

act O

n V

alu

e


Once the matrix has been created, you can drag the Starbursts to different

locations on the matrix and the underlying impact and ease of implementation

numbers will be automatically changed.

Drag out the Kaizen Impact Matrix icon from the eVSM Kaizen stencil and

right-click to plot the matrix. Note that also on right click you can choose to

plot just the bursts and not the clouds

Kaizen

Data

Mini-starbursts

Reduce Changeover Times

001

More Frequent Deliveries

002

If bursts have leader lines that connect to the corresponding clouds than clouds will be renumbered to follow the burst shape. On

Kaizen export, the report will then show each cloud under its corresponding burst shape. Very useful to create an action plan.


84

Kaizen Export

Kaizen Import

The Kaizen Export toolbar button scans the map for all Kaizen Starbursts and exports their properties to an Excel spreadsheet.

(Pagename_Kaizen). If you want to edit the properties data via Excel, you may do so and import the data back into eVSM using

the Kaizen Import button.

Note that new Kaizens can be added into the excel report below the blue line and then imported into the map. For each new

Kaizen start by selecting the Kaizen Type in the spreadsheet cell pull-down

Generating Kaizen Report


85

For Onlin

e Course O

nly

#2A0010

#2A0020

1A0040

2A0030

1A0050

#2A0060 #2A0070

allA0090

#2A0080

Kaizen

Data

Wait


Chop Ingredients




Customers

Pay

Time Sec180

Sec180.00

Sec15.00

Time Sec15

Sec15.00

Time Sec15

Sec10.00

Time Sec10

Sec20.00

Time Sec20

Sec8.00

Time Sec8

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Max CapacityItemHr

240.00

Reduce blend time to 10 secs because of

finely chopped ingredients

002


86

For Onlin

e Course O

nly

#2A0020

#2A0090

1A0110

2A0030

1A0100

#2A0040 #2A0050

allA0010

#2A0060

Kaizen

Data

Wait


Chop Ingredients




Customers

Pay

Time Sec180

Sec180.00

Sec15.00

Time Sec15

Sec15.00

Time Sec15

Sec10.00

Time Sec10

Sec20.00

Time Sec20

Sec8.00

Time Sec8

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Max CapacityItemHr

240.00

Reduce chop time to 5 secs with

chopping machine

001

Reduce blend time to 10 secs because of finely chopped

ingredients

002

Have customers choose salsa/guac

while waiting

003Move greens and

cheese before salsa/guac to level

path lengths

004


87

Map Copy

You can make a copy of the current state map to do “What-If” studies leading to the future state.

Using the Map Copy button in the toolbar, eVSM can copy your map to another page in the file. Important: Do not use Visio’s

copy and paste function to duplicate a map. This will miss some of the hidden data associated with the map.

Map Copy Steps:

1. On the source map, select what you wish to duplicate. If you wish to duplicate the whole map, then select nothing.

2. Click the button to open the following dialog.

Doing What-If Studies

Check if you wish to restrict copy to

the current selection.

Duplicate on current page.

Duplicate on a new page in the current

file. Need to provide a unique new

page name, less then 22 characters.

Duplicate on an existing page in the

current file. Select page in pulldown.

Duplicate in a another Visio file.


88

For Onlin

e Course O

nly

#2A0010

#2A0020

2A0040

1A0030

2A0050

#2A0060 #2A0070

allA0090

#2A0080

Kaizen

Data

Wait


Chop Ingredients




Customers

Pay

Time Sec180

Sec180.00

Sec15.00

Time Sec15

Sec15.00

Time Sec15

Sec10.00

Time Sec10

Sec20.00

Time Sec20

Sec8.00

Time Sec8

Sec10.00

Time Sec10

DemandItem

Hr250

Sec15.00

Time Sec15

Max CapacityItemHr

240.00

Reduce chop time to 5 secs with

chopping machine

001Reduce blend time to 10 secs because of finely chopped

ingredients

002


89

For Onlin

e Course O

nly

#2A0010

2A0020 2A0030

1A0040

#2A0050

Z0020 1

Z0010 2

#2A0060

allA0080

#2A0070

Wait



Chop Ingredients / Blend Salsa / Guacamole

Salsa / Guacamole

Summary

Summary

Greens & Cheese

Customers

Pay

Time Sec180

SecAuto

SecAuto

Time Sec15

SecAuto

Time Sec10

SecAuto

Time Sec15

SecAuto

Time Sec8

Value Added % %Auto

Takt TimeMinItem

Auto

Total Time MinAuto

Value Added % %Auto

Takt TimeMinItem

Auto

Total Time MinAuto

SecAuto

Time Sec10

DemandItem

Hr250

SecAuto

Time Sec15


90

You have completed and passed through the improvement cycle and selected projects towards an improved future state, and

in support of marketing’s initiatives to have a fresh salsa station. You have learned how to use eVSM to help you through the

steps of the improvement cycles as applied to the Customer Fulfillment value stream.

The map, analysis, and visuals have allowed team members to “see” the waste in the value stream and come up with

improvement ideas. Finally, you have created a future state map that you can communicate any decisions with management

and get support to related improvement resources.

You have learned:

Lesson Summary: Brainstorm and Future State

Value Stream

Improvement Cycle







Implement

Capture


Se

c/I

tem

012345678


Analyze

Brainstorm

5

4

3

2

1

1 2 3 4 5


Imp

act O

n V

alu

e


1

2

3

4

Prioritize

14

Day

Hr

5

Wk

Day

all

Customer

Customer Demand

ItemDay

7000

A0101

ATLAS Warehouse

Activity Lead Time

Day0

A020

Control

Activity

1

Blanks

Day1.07

Inventory Item7500

A030

1

Mold Handles

Min0.47

Qty Per Cycle Item5

Cycle Time Sec28

1

A040

1

Molded Blanks

Day0.55

Inventory Item3850

A050

1

Sharpen

Min0.75

Qty Per Cycle Item5

Cycle Time Sec45

1

A060

1

Drilled Blanks

Day0.44

Inventory Item3100

A070

1

Assemble

Min1


Cycle Time Sec60

2

A080

1

Scissors

Inventory Item9000

A090

Activity TimeHr

Day10 Stations Stn2


1

Day0.44

Time Summary

Takt TimeMinItem

0.12

Total Value Added

Min2.22

Lead Time Day2.07

Value Added Percent

%0.13

Z010

Lead Time Summary

Day

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2

A030

Blanks

A050

Molded Blanks

A070

Drilled Blanks

2.06

Non Value Added

Legend

Value Added

Future State

Wall Map


91

Useful Links

eVSM Toolbar Guide evsm.com/toolbarguide

Map Examples evsm.com/examples

eVSM Blogs evsm.com/blog

eVSM Support FAQ evsm.com/support

Download Latest Version evsm.com/install

www.evsm.com 28 January 202192

Documents

Time MapseL_TimeMaps.11Notes.pdf · Time Maps Follow a simple restaurant (Salsa Squares) example to learn the key concepts of the eVSM Quick stencils. The content is organized to