Value Stream Mapping (VSM) Course

Lesson 1 • The Eight Wastes in Processes

Identifies and categorizes the eight types of waste (muda) found in manufacturing and service environments. Prepares learners to spot waste during VSM exercises.

Lesson 2 • VSM as a Strategic Improvement Tool

Positions VSM within a broader continuous improvement strategy. Learners understand when and why to use VSM versus other lean tools.

Lesson 3 • What Is a Value Stream?

Defines a value stream and distinguishes it from a process map or flowchart. Learners can scope a value stream from raw material to customer delivery.

Lesson 1 • Timeline and Lead Time Ladder

Teaches construction of the lead time ladder at the map's bottom. Learners calculate total lead time and value-added time from the ladder.

Lesson 2 • Data Boxes and Process Metrics

Explains the data box structure attached to each process step. Learners collect and record cycle time, changeover time, uptime, and batch size accurately.

Lesson 3 • Inventory and Push/Pull Notation

Covers how to represent inventory triangles, push arrows, pull loops, and supermarkets on a map. Accurate notation prevents misreading of flow direction.

Lesson 4 • Reading and Critiquing Existing VSMs

Applies icon knowledge to analyze completed VSM examples. Learners identify notation errors and missing data in real-world map samples.

Lesson 1 • Selecting the Right Product Family

Uses a product-process matrix to group products sharing similar routing steps. Correct family selection ensures the map reflects a coherent, improvable flow.

Lesson 2 • Data Collection Methods and Tools

Covers time studies, direct observation, and existing system data as collection methods. Learners choose the right method for each metric type.

Lesson 3 • Assembling the VSM Team

Defines the roles needed for an effective mapping team, including a facilitator, process owners, and operators. Team composition directly affects data quality and buy-in.

Lesson 1 • Mapping Customer and Supplier Icons

Starts the map by placing customer and supplier factory icons with demand and delivery data. Anchoring endpoints first ensures correct flow direction throughout the map.

Lesson 2 • Completing the Lead Time Ladder

Adds the timeline beneath the map and calculates total lead time and value-added time. The ladder quantifies the gap between current performance and customer expectations.

Lesson 3 • Reviewing and Validating the Current State

Conducts a structured team review to verify map accuracy against observed reality. Validation prevents flawed future state designs based on incorrect current state data.

Lesson 4 • Adding Material and Information Flows

Connects process steps with correct material flow arrows and overlays information flows from scheduling and orders. Complete flow notation reveals control-point weaknesses.

Lesson 1 • Identifying Flow Constraints and Bottlenecks

Uses cycle time vs. takt time analysis to locate the pacemaker and constrained steps. Constraint identification directs where future state improvements will have the greatest impact.

Lesson 2 • Quantifying Inventory and Lead Time Waste

Calculates days of supply at each inventory point and links excess inventory to lead time inflation. Quantification converts observations into actionable improvement targets.

Lesson 3 • Analyzing Information Flow Weaknesses

Examines scheduling signals, order release methods, and communication gaps that create overproduction or starvation. Information flow problems are often the hidden driver of waste.

Lesson 1 • Drawing and Annotating the Future State

Translates design decisions into a complete, annotated future state map with kaizen bursts. The finished map communicates the improvement vision to all stakeholders.

Lesson 2 • Establishing the Pacemaker Process

Identifies the single scheduling point (pacemaker) that controls the entire value stream's production rate. A single pacemaker simplifies scheduling and exposes problems quickly.

Lesson 3 • Designing Continuous Flow Cells

Teaches how to combine process steps into continuous flow cells that eliminate queue inventory. Cell design decisions are validated against takt time and operator balance.

Lesson 4 • Designing Pull Systems and Supermarkets

Covers supermarket sizing, kanban loop design, and FIFO lane placement for areas where continuous flow is not feasible. Pull systems replace push scheduling with demand-driven signals.

Lesson 1 • Running Kaizen Events to Close Gaps

Explains how focused kaizen events execute specific loop improvements within the plan. Kaizen events translate map-level design into physical process changes.

Lesson 2 • Tracking Progress and Updating the Map

Establishes a cadence for reviewing implementation progress and updating the VSM to reflect completed changes. Regular reviews prevent plan drift and maintain momentum.

Lesson 3 • Breaking the Future State into Loops

Divides the future state map into implementation loops that can be executed sequentially. Loop segmentation makes a complex transformation manageable and trackable.

Lesson 1 • VSM for High-Mix, Low-Volume Environments

Addresses the challenges of mapping value streams with many product variants and low volumes. Learners apply demand segmentation and runner-repeater-stranger logic.

Lesson 2 • Integrating VSM into Strategic Planning

Connects VSM outputs to hoshin kanri and annual improvement planning cycles. VSM becomes a strategic deployment tool rather than a one-time project.

Lesson 3 • VSM in Service and Office Environments

Adapts VSM notation and data collection for transactional, administrative, and service processes. Service VSMs expose information-flow waste invisible in traditional process maps.

Lesson 4 • Sustaining a VSM Culture

Builds the management systems and behaviors needed to sustain VSM as an ongoing practice. Sustainability requires leader standard work, visual management, and coaching routines.