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Wherever there is a product for a customer, there is a value stream.  The challenge lies in seeing it. Value stream
maps can be drawn in the same way for practically any business activity and expanded up- and downstream from
your company to span from “molecules to customer.” We can’t provide an example of a value stream map for
every activity here.  But we hope Learning to See will spur your thinking about your own value streams, and help
you introduce lean value streams that fit your industry.
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About the Authors
Mike Rother
Mike began his career in the manufacturing division of Thyssen AG and has spent 10 years learning to apply lean
practices through consulting at several different companies--both large and small. Mike also teaches at the
University of Michigan, Department of Industrial and Operations Engineering, and studies Toyota. He finds there
is always another level of lean to practice and understand.
John Shook
John learned about lean while working for 10 years with Toyota, helping that company transfer its production,
engineering, and management systems from Japan to its overseas affiliates and suppliers.  He now splits his time
between directing the University of Michigan, Japan Technology Management Program, and working with
companies to understand and implement lean manufacturing. He is still learning about lean.
©1998 Rother / Shook / Womack / Jones
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Appendix A - Value Stream Mapping Icons
The icons and symbols for current- and future-state mapping fall into three categories:  Material Flow; Information
Flow; and General Icons.
Material Icons
Represents
Notes
Manufacturing Process
One process box equals an area of flow.  All processes
should be labeled. Also used for departments, such as
Production Control.
Outside Sources
Used to show customers, suppliers, and outside
manufacturing processes.
Data Box
Used to record information concerning a manufacturing
process, department, customer, etc.
Inventory
Count and time should be noted.
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Truck Shipment
Note frequency of shipments.
Movement of production
material by PUSH
Material that is produced and moved forward before the
next process needs it; usually based on a schedule.
Movement of finished goods
to the customer
Supermarket
A controlled inventory of parts that is used to schedule
production at an upstream process.
Withdrawal
Pull of materials, usually from a supermarket.
Transfer of controlled
quantities of material between
processes in a “First-In-First-
Out” sequence.
Indicates a device to limit quantity and ensure FIFO flow of
material between processes.  Maximum quantity should be
indicated.
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Information
Icons
Represents
Notes
Manual Information Flow
For example:
production schedule or shipping schedule
Electronic Information flow
For example via electronic data interchange.
Information
Describes an information flow.
Production Kanban (dotted
line indicates kanban flow)
The “one-per-container” kanban.  Card or device that tells a
process how many of what can be produced and gives
permission to do so.
Withdrawal Kanban
Card or device that instructs the material handler to get and
transfer parts (i.e. from a supermarket to the consuming
process).
Signal Kanban
The “one-per-batch” kanban.  Signals when a reorder point
is reached and another batch needs to be produced.  Used
where supplying process must produce in batches because
changeovers are required.
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Sequence-Pull Ball
Gives instructions to immediately produce a predetermined
type and quantity, typically one unit.  A pull system for
subassembly processes without using a supermarket.
Kanban Post
Place where kanban are collected and held for conveyance.
Kanban Arriving in Batches
Load Leveling
Tool to intercept batches of kanban and level the volume
and mix of them over a period of time.
“Go See” Production
Scheduling
Adjusting schedules based on checking inventory levels.
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General Icons
Represents
Notes
“Kaizen Lightening Burst”
Highlights improvement needs at specific processes that are
critical to achieving the value stream vision.  Can be used to
plan kaizen workshops.
Buffer or Safety Stock
“Buffer” or “Safety Stock” must be noted.
Operator
Represents a person viewed from above.
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Appendix B:  TWI Industries Current State
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Appendix C:  TWI Industries Future State
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Comments to the TWI Industries Future-State Map
TWI’s shop floor is swamped with orders that were released too soon and are shuffled and reshuffled to optimize
changeovers and meet the most urgent customer requirements.  Instead of releasing so many orders to the shop
floor, if TWI were to send only 30 minutes of work (one pitch) at a time to the first welding operation and flow it
in FIFO order (first in, first out) from there through shipping, the lead time for producing a customer order could be
reduced to under three days (with the middle of those days being at the outside paint supplier).  This requires
reduction of changeover time in the welding and deflash operations to five minutes or less so that different
configuration steering arms could be produced nearer to the sequence in which the customer orders them.
Because customer configuration requirements for tractor steering arms vary so widely from order to order -- nearly
to the point of being custom products -- and the lead time to replenish an order is still quite long, TWI decided that
it would be impractical to hold finished steering arms in a supermarket at the downstream end of its value stream.
So TWI will need to schedule further upstream, in this case at the first welding operation where product variation
arises, and thus have to employ a FIFO flow downstream of that point (see the FIFO lane discussion on page 61).
By only releasing 30 minutes worth of work in 30-minute increments at this scheduling point (the “pacemaker
process” - see page 63) and following FIFO procedures, TWI can avoid overproduction and “push” in this long
FIFO flow.
TWI can develop continuous flow through the weld and deflash operations, which could then be run by one
operator who loads and transfers parts from one automatic machine to the next.  TWI will need to cycle the
weld/deflash flow faster than the takt time of 45 seconds -- at approximately 39 seconds -- to leave time for 12
changeovers per shift.  Because assembly involves no changeover, it can cycle nearer to takt time, which allows
assembly to run with five operators.
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