1. Future State
Improve
Kaizen Facilitation

2. Objectives Describe Ideal State Map Describe Future State Map
Qualifying questions to utilize when analyzing Maps

3. Preamble Painting the Future
The Current State Map is a snapshot in time – it’s where you are now. That’s an important view, but just part of the story. After you map your current situation, it’s important to set sights on where you are going.
Let’s consider two future views:
Ideal State: With only value-added steps, how could you best meet your customer’s requirements?
(Sometimes referred to as “entitlement”)
Future State: Incremental improvement – eliminating waste and reducing most non- value added steps

4. 1) Ideal State Start with end in mind, see it all work perfectly
Ideal flow, all activities are value-added
No inventory, all steps produce perfectly, without errors or defects
Exact capacity needed for consumption
Correct number of staff
Trained perfectly
Ponder this: The Business Process is exactly right !

5. 2) Future State Helps define activities for Kaizen effort
Marry mapping efforts, analyses, and ideal state
Improvements you select become foundation for your planning and improvement activities
Future State Map is the next increment of performance improvement

6. Mark Up Current State Map
Future State begins as a markup of Current State
Make changes directly on the Current-State map
Identify where and what type of improvements you intend to make
Draw a “burst” (visual indicator) at the areas or steps you wish to improve
Identify how many / how much NVA steps will be reduced, and how much process time reduced – estimate an improvement goal (quantify) 3
Potential
Kaizen
Events
Identified

7. Mark Up Current State Map (continued)
Improvement ideas (bursts) selected from the Detail Process Map and the PICK chart.
These were the most crucial (Value-Added & Non Value Added but Necessary).
From these ideas, the Future State Process Map is developed.

8. Seeing the Future
As soon as you have identified the changes, create a new Process Map draft
Picture what the Process Map will look like after implementing the improvements (Leave the Bursts for reference)
Draw a new Future State

9. Steps to Develop Future State Map
Identify start and end points. This helps set limits right from the start.
Name the process. The process name should tell everyone what you are talking about.
Add activities that are of value from previous charts.
Add roles to activities . But don’t feel you need to get them all. You will be able to add them later.
Document problems as they come up.
Now, however, is not the time to discuss them or solve them.

10. Ask Qualifying Questions (where applicable)
Indicate answers on the future-state map:
What is the Customer demand? (takt time)
Where is the bottleneck operations?
Where can flow happen?
Where will you utilize a signal for more material?
Where does temporary storage need to be located?
What is the right lot size between processes?
What are the current change over times?
How can schedule be smoothed?
How is time being utilized?

11. Plan Improvements Step-by-Step
Take actions identified on the Future-State Map and establish an implementation plan
Plan should be concise
Scope individual improvement activity
Include timing and responsibilities
Maintain scope and focus
Address minimum number of key metrics
Don’t try to solve everything at once
Prioritize changes
Follow through!

12. Review Update Current State to reflect New State
This provides record of where you are
After all ideas and improvements have been exhausted or you’re at end of planning period, start the mapping process again
Use latest Current State Map, move through the exercise of creating a new Ideal-State (entitlement) and then building / planning improvements for the Future State
Focus team actions on achieving Future State