1. Value Stream Mapping (VSM) StartUp_07 Issued: 7/13/11

2. AGENDA

3.  Introductions  Introduction to Value Stream Mapping  Airplane Exercise  Review Value Stream Map

4. INTRODUCTIONS

5.  Please provide the following: – Name – Title – 2 Truths and a 1 Lie

6. INTRODUCTION TO VALUE STREAM MAPPING

7. PURPOSE  The Value Stream Mapping training will provide you with a greater understanding of how every action taken affects your overall goal and benchmarks of the contract  These actions can range anywhere from the job tasks you perform to meeting contractual requirements with the state

8. IF 99.9% IS GOOD ENOUGH, THEN…  12 newborns will be given to the wrong parents daily.  114,500 mismatched pairs of shoes will be shipped/year.  18,322 pieces of mail will be mishandled/hour  2,000,000 documents will be lost by the IRS this year.  2.5 million books will be shipped with the wrong covers.  315 entries in Webster’s Dictionary will be misspelled.  20,000 incorrect drug prescriptions will be written this year.  880,000 credit cards in circulation will turn out to have incorrect cardholder information on their magnetic strips.  103,260 income tax returns will be processed incorrectly during the year  5.5 million cases of soft drinks produced will be flat  291 pacemaker operation will be performed incorrectly  3056 copies of tomorrow’s Wall Street Journal will be missing one of the three sections.

9. VALUE STREAM MAPPING What is a Value Stream? What is a Value Stream Map?

10. VALUE STREAM MAPPING  A tool originally used by the Toyota Production System experts to study processes  Used in manufacturing, engineering and administrative offices by lean experts to improve business processes  We use the VSM process at EDSI – looking at program design (PEOPLE, PROCESS, PAPERWORK)

11. PURPOSE - VSM  Starts with a Focus on the Customer  Links process steps and information flow  Reveals problems with flow  Documents performance of the process – Customer Expectations – Process metrics – Visibility of progress and quality  Reveals waste  Establishes a common language  Provides a blueprint for improvement  Gets People involved in creating the future

12. Continuous Improvement Standardization Built-In-Quality People & Process People Involvement

13. ACTIVITY – HUMAN KNOT  Each group forms a tight circle, standing and facing each other.  Everyone extends their hands into the circle and by intermingling their arms, grasps hands with other members of the group. Note: Make sure that the two hands you are holding does not belong to the same person  Objective: Untie the knot without letting go

14. AIRPLANE EXERCISE

15. Round 1 Stamping 1 Trim 4 Shipping 5 Body 2 Paint 3 Convey 6

16. Round 1 – Shop Rules  Operators must perform their operation in the confines of their assigned space.  Quality is everyone’s responsibility.  Lot size = 6  No talking allowed

17. Round 1 - Discussion  Team Members – No Communication  Conveyance - PUSH  Lot Size - 6  Quality Standards – Written but vague  Work Standards – Written but unclear  Layout – Non-Existent  Customer Requirements – Non-Existent

18. Round 2 – Airplane Relay  Task: Design a paper airplane that can travel the farthest distance  Time: 10 minutes  Rules: – You may talk with each other – Only one team member may touch the airplane at a time – The airplane must be passed from person to person until all team members have touched it at least once and the airplane is completed

19. Round 2 - Discussion  What went well?  How did the group decide to communicate to build the paper airplane?  Was there someone in the group that took initiative?

20. Round 3 – Ready, Set, Launch  Task: Pilots must fly their plane  Rules: – Each group must designate a pilot – Pilots stand behind the starting line and launch their planes at the count of three – The plane that travels the farthest is the winner

21. Discussion Questions  How did your group plan the design of the plane that could travel the farthest?  How well did your team work together?  Since the challenge was to create a plane that traveled the farthest, not fastest, did you think of walking the plane across the room? Why or Why not?  What helps you think creatively when trying to solve problems?

22. REVIEW CURRENT STATE VSM