Lean and Environment Training Modules

Version 1.0 January 2006

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Lean and Environment Training Module 3

Value Stream Mapping

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Purpose of This Module

Learn to see environmental waste and material efficiency opportunities in value stream maps (VSMs) Identify new opportunities to improve operational and environmental results Know when to draw on environmental expertise in Lean events to best achieve the desired future state

Lean and Environment Toolkit | January 2006 | Slide 3

More on Environmental Waste

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What is Value Stream Mapping?

Value stream mapping is a process-mapping method that enables your organization to:
Current State Map: Visual representation of existing operations (information and product flows)

Identify the largest sources of waste (non-value added activity) in the value stream

Future State Map: Drawing of Lean flow (vision)

Develop implementation plan for Lean activities

Lean and Environment Toolkit | January 2006 | Slide 4

More on VSM

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Map the Process

Makes work visible Visibility improves communication and understanding Identifies Improvement Opportunities Eliminate the non-value added steps Reduce wasted resources Diagnostics Determine the cause of a problem or condition. Training and communication

Lean and Environment Toolkit | January 2006 | Slide 5

Current State Value Stream Map (Unmodified)

n Annual Production Pla

Production Control

Market Forecast Customer A

le du he

Supplier 1

Supplier 2
k Wee

el i ly d

very

dule ch e

Customer B

i Da ly

h Daily sc

ily Da

sc

sc he du le

he sc

edule

We ek ly

WK

WK

D I 30 days Shipping

du le

Receiving I 5 days

Milling 2 people C/T = 2 min C/O = 2 hr Uptime = 74% I

Welding 2 people C/T = 4 min C/O = 3 hr Uptime = 61% 10 days 15 days 4 min Total Lead Time = 68 days Value Added Time = 15 min I

Painting 3 people C/T = 7 min C/O = 4 hr Uptime = 48% 8 days 7 min I

Assembly & Inspection 3 people C/T = 2 min C/O = 30 min Uptime = 93% 30 days 2 min

5 days 2 min

Lean and Environment Toolkit | January 2006 | Slide 6

Key to VSM Symbols

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Opportunities to Enhance Value Stream Mapping

Classic Value stream mapping can overlook environmental considerations:

Raw materials used vs. needed in products and processes Pollution & other environmental wastes in the value stream Flows of information to environmental regulatory agencies

Making some simple adjustments to your value stream map can help you explicitly address pollution and natural resource wastes:
Improving cost reduction opportunities Saving additional time Improving the health and safety of the workplace

Lean and Environment Toolkit | January 2006 | Slide 7

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Overview of Value Stream Mapping Tools in this Training Module

A variety of tools & techniques can enhance the Lean and environmental results of value stream mapping
1. Use icons to identify processes with EHS opportunities 2. Record environmental data for processes in VSMs 3. Analyze materials use vs. need in a materials line for VSMs 4. Expand the application of value stream mapping to natural resource flows 5. Find Lean and environment opportunities in future state VSMs
Lean and Environment Toolkit | January 2006 | Slide 8

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1. Use Icons to Identify Processes with EHS Opportunities

Use icons or red dots to identify processes with key environmental, health, and safety (EHS) opportunities on value stream maps Icons can also highlight where EHS staff expertise will likely be needed EHS
Milling 2 people

Process Box with EHS Icon

Lean and Environment Toolkit | January 2006 | Slide 9

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VSM with EHS Process Icons

n Annual Production Pla

Production Control

Market Forecast Customer A

le du he

Supplier 1

Supplier 2
k Wee

el i ly d

very

dule ch e

Customer B

i Da ly

h Daily sc

ily Da

sc

ule

he sc

sc he d

edule

We ek ly

WK

WK

D I 30 days Shipping

du le

Receiving I 5 days

EHS
Milling 2 people

EHS
Welding I

EHS
Painting 3 people C/T = 7 min C/O = 4 hr Uptime = 48% 15 days 8 days 7 min 2 min I

Assembly & Inspection 3 people C/T = 2 min C/O = 30 min Uptime = 93% 30 days

2 people C/T = 4 min C/O = 3 hr Uptime = 61%

C/T = 2 min C/O = 2 hr Uptime = 74% 5 days 2 min 10 days

4 min Total Lead Time = 68 days Value Added Time = 15 min

Lean and Environment Toolkit | January 2006 | Slide 10

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Where to Put Environmental Icons on VSMs?

Assess each process for environmental wastes and EHS improvement opportunities Look for processes with high energy, water, and material use with significant solid or hazardous waste generation requiring environmental permits or reporting to environmental agencies with pollution control equipment using toxic chemicals that require personal protective equipment (PPE)
Lean and Environment Toolkit | January 2006 | Slide 11

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EHS Staff Can Help

Involve EHS staff when developing VSMs they can help identify where EHS icons are most needed EHS staff involvement from start to finish is optimal EHS staff involvement on a consultative basis can also be an effective option

Build on previous environmental assessment work If your organization has an Environmental Management System (EMS), EHS staff should have info on processes environmental impacts

Lean and Environment Toolkit | January 2006 | Slide 12

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Common Processes with EHS Wastes and Opportunities

1. 2. 3. 4. 5.

Metal casting Chemical and heat treatment of materials Metal fabrication and machining Cleaning and surface preparation Bonding and sealing

6. 7. 8. 9. 10.

Welding Metal finishing and plating Painting and coating Waste management Chemical and hazardous materials management

Click here to learn about pollution prevention resources that could apply to these processes
Lean and Environment Toolkit | January 2006 | Slide 13

P2 Resources

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2. Record Environmental Data for Processes in VSMs

Start by identifying 1 or 2 environmental performance metrics to add to process boxes in VSMs, and consider adding more if appropriate Types of Environmental Metrics

Energy Use Materials Use Chemical Use Water Use

Air Emissions Hazardous Waste Generation Solid Waste Generation Wastewater Discharges

Lean and Environment Toolkit | January 2006 | Slide 14

More Info on Metrics

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Adding Environmental Data to VSMs

Add key environmental data to process boxes on value stream maps

EHS
Milling
2 people C/T = 2 min C/O = 2 hr Uptime = 74% Haz. Waste = 5 lbs

Hazardous waste generated per shift

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Lean and Environment Toolkit | January 2006 | Slide 15

VSM with Environmental Metrics & EHS Icons

n Annual Production Pla

Production Control

Market Forecast Customer A

le du he

Supplier 1

Supplier 2
k Wee

el i ly d

very

dule ch e

Customer B

i Da ly

hedule Daily sc

ily Da

sc

ule

he sc

sc he d

We ek ly

WK

WK

D I 30 days Shipping

du le

Receiving I 5 days

EHS
Milling 2 people

EHS
Welding I

EHS
Painting 3 people C/T = 7 min C/O = 4 hr Uptime = 48% Haz. Waste = 60 lbs 15 days 8 days 7 min 2 min I

Assembly & Inspection 3 people C/T = 2 min C/O = 30 min Uptime = 93%

2 people C/T = 4 min C/O = 3 hr Uptime = 61% Haz. Waste = 20 lbs

C/T = 2 min C/O = 2 hr Uptime = 74% Haz. Waste = 5 lbs 5 days 2 min 10 days

30 days

4 min Total Lead Time = 68 days Value Added Time = 15 min

Lean and Environment Toolkit | January 2006 | Slide 16

How Can Materials Lines Be Useful?

Identify and quantify the materials used and lost in a process or a facility. Provides concise picture of: all materials used in facility how each material is received, handled, stored, used, reused, and lost

Materials in = Materials out + Materials Accumulated

Lean and Environment Toolkit | January 2006 | Slide 17

Important Considerations

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Analyze Materials Use Versus Need in a Materials Line

The timeline on value stream maps looks at value-added and non-value-added time in the value stream
5 days 2 min 10 days 4 min

Lead Time = 15 days Value Added Time = 6 min

Add a materials line to examine: Amount of raw materials used by each process Amount of materials that end up in the product and add value from the customers perspective

Lean and Environment Toolkit | January 2006 | Slide 18

Example Materials Line

Materials lines can be developed for any major material source used in processes and products
EHS
Milling
I

EHS
Welding
I

2 people 120 lbs Top line: Materials Used by Process 80 lbs

2 people Materials Used = 135 lbs 5 lbs Materials Needed = 85 lbs Materials Wasted = 50 lbs

15 lbs

Bottom line: Materials Added to Product During the Process

Lean and Environment Toolkit | January 2006 | Slide 19

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VSM with Materials Line and EHS Icons

n Annual Production Pla

Production Control

Market Forecast Customer A

le du he

Supplier 1

Supplier 2
W ee

kl y

e ry el i v

sch

le ed u

Customer B

i Da ly

h Daily sc

i ly Da

sc

sc he du le

du he sc

edule

kly

WK

WK

D I 30 days Shipping

le

Receiving I 5 days

EHS
Milling 2 people

We e

EHS
Welding I 2 people C/T = 4 min C/O = 3 hr Uptime = 61% I

EHS
Painting 3 people C/T = 7 min C/O = 4 hr Uptime = 48% 15 days 8 days 7 min 40 lbs 5 lbs 20 lbs 20 lbs 5 lbs 2 min I

Assembly & Inspection 3 people C/T = 2 min C/O = 30 min Uptime = 93% 30 days

C/T = 2 min C/O = 2 hr Uptime = 74% 5 days 2 min 120 lbs 80 lbs 15 lbs 10 days

4 min

Total Lead Time = 68 days Value Added Time = 15 min

Lean and Environment Toolkit | January 2006 | Slide 20

Total Materials Used = 195 lbs Materials Needed = 110 lbs

TO CONSIDER

Which environmental metric(s) would you choose to include in value stream maps at your company? Does your company have environmental goals and targets that could be put on value stream maps? What processes at your company might have the best opportunities for environmental improvement?

Lean and Environment Toolkit | January 2006 | Slide 21

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4. Expand the Application of Value Stream Mapping to Natural Resource Flows

You can also use VSMs to look in more detail at the inputs, outputs, and information flows associated with the use of energy, water, and/or materials Energy/water/materials used vs. needed (as with the materials line VSM tool) Environmental waste streams (air emissions, wastewater, hazardous waste, solid waste) Information flows to environmental regulatory agencies (e.g., reporting air emissions)

Lean and Environment Toolkit | January 2006 | Slide 22

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Water Use VSM

Effluent EPA Regulations Federal Water Source 1 Water Source 2
u So

State

rce

Local

ing Fill

e St ril r iz e

1,500K GPD

n io us tr Ex

M ol d

in g

Subassem

bly

Extrusion 50K gal 30K gal 45K gal

Molding

Subassembly 5K gal 150K gal 5K gal

Filling

Sterilization 0 gal 45K gal

Packing

50K gal 60K gal

35K gal

0 gal

Total H2O Usage = 300K Gallons Per Day Total Need = 175K Gallons Per Day

Lean and Environment Toolkit | January 2006 | Slide 23

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Example VSM for Water Use

This VSM examines water use in the value stream of a product that contains water (e.g., a medical IV bag) It includes: 1. Water use materials line summarizing water usage and need for the value stream 2. Flows of wastewater from processes to the sewer, water treatment tanks, etc. 3. Information flows to regulatory agencies regarding water use and wastewater discharges

Lean and Environment Toolkit | January 2006 | Slide 24

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Plant Process Initial State

Raw water Source Pump No.1 or 2

Initial Usage (Gal/day) = 300K gal Per Day Product Need Per Day = 34K gal Per Day

Sewage

201K gal Into Effluent tank per day

le Boi

Pollution control Regulations

Local

293K gal

58 ga K l

te ne r

Wash rooms,pantry, Cooling

ul M

r tig

e ad

RO1 Reje ct

te fil

Di s
R O 2 R ej ec t

til l

at io

58KL Multigrade filter

So f

Boiler feed. Uses 33K gal & rejects all.

r re t jec

re je ct

iliz Ster er re ject

Softener

RO1 Sterilizer uses and rejects 12K gal

RO2

Still

H2O: 12Kgal reject

H2O: 44Kgal reject

H2O: 40Kgal reject

25Kgal overflows & 25Kgal is reject

H2O: 10Kgal 34Kgal reject

293Kgal

281Kgal 12Kgal 44Kgal

179Kgal

139Kgal 40Kgal 45Kgal

94Kgal

44Kgal 50Kgal 10Kgal 25

Usage goal (K gal) = 213K gal / day Achieved usage = 233K gal / day Product Need = 34K gal/ day
Raw water Source Pump No.1 or 2
58 ga K l

Plant Process Goal and Achievement

Pollution control Regulations

Achieved Ongoing Unchanged

Sewage

121K gal Into Effluent tank per day

le Boi

Local
ilizer Ster

213K gal

RO1 Reje ct

Wash rooms, pantry, de Cooling tower gets ra 18Kgal from RO1 tig ul reject and 40Kgal from M RO2 reject

te fil

18K gal Multigrade filter Softene r

Boiler feed. uses 23Kgal from RO1 & 10Kgal from still and rejects all.

r re t jec

rejec t

So fte ne r

Distillation reject

RO1
18K gal shall be channelised to wash room out of 40KL gal reject 40Kgal of reject

RO2 Sterilizer uses and rejects 12K gal

10K gal of overflow

Still

10K gal reject as backwash time shall be reduced by 5 mins

44K gal reject

10K gal overflow is channelised to RO1 Tank and 40K gal goes to wash room

10K gal reject now goes to boiler feed tank

213Kgal 10Kgal

203Kgal 44Kgal

159Kgal

119Kgal 22Kgal 45Kgal

94Kgal 0Kgal

44Kgal

34Kgal 0Kgal 26

Value Stream Mapping Strategies and Tools

1.

Use icons to identify processes with EHS opportunities Record environmental data for processes in VSMs Analyze materials use vs. need in a materials line for VSMs Expand the application of value stream mapping to natural resource flows Find Lean and environment opportunities in future state VSMs

2. 3.

4.

5.

Lean and Environment Toolkit | January 2006 | Slide 27

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5. Find Lean and Environment Opportunities in Future State VSMs

Asking simple questions based on the current state VSM can help to envision a less-wasteful future state Consider these questions: Where are kaizen events needed to address the biggest areas of environmental wastes? (See the Kaizen Event Training Module) Will any changes be made to the layout of processes marked with an EHS icon, or to the chemicals used by those processes? (These may have regulatory compliance implications) Can one process use the waste material from another process instead of using virgin materials?

Lean and Environment Toolkit | January 2006 | Slide 28

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Questions for the Future State, Continued

What are appropriate targets for improving environmental performance in the future state? What would an environmentally-preferred future state look like for the value stream? What if there were: Zero environmental and production wastes? Products and processes that pose no risks to human health or the environment? No need for environmental permits?

What steps can be taken to get to that future state?

Lean and Environment Toolkit | January 2006 | Slide 29

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Example Future State VSM

n Annual Production Pla

Production Control

Market Forecast Customer A

d he e ul

Supplier 1

Supplier 2

Da

ch i ly s

le edu

Customer B

i Da ly sc

D
2x Week

I
Shipping

EHS
Milling 2 people C/T = 2 min C/O = 2 hr Uptime = 74% 5 days 2 min <90 lbs 80 lbs 15 lbs 10 days

EHS
Welding 2 people C/T = 4 min C/O = 3 hr Uptime = 61% 15 days 4 min <25 lbs 5 lbs

EHS
Painting 3 people C/T = 7 min C/O = 4 hr Uptime = 48% 8 days 7 min 20 lbs 20 lbs Total Materials Used < 150 lbs Materials Needed = 110 lbs
Details Previous Page Next Page

Assembly & Inspection 3 people C/T = 2 min C/O = 30 min Uptime = 93% 2 min 5 lb

Lead Time = 68 days Value Added Time = 15 min

Lean and Environment Toolkit | January 2006 | Slide 30

Future State VSMs: Planning for Lean Implementation

When developing Lean implementation plans in future state VSMs, keep in mind that some processes may require special attention to EHS issues
Processes with regulatory requirements Other processes with EHS icons

Early involvement of EHS staff in planning for Lean events on these processes can help:
Anticipate changes needed to environmental compliance practices Bring a fresh perspective and additional resources to Lean waste-reduction activities Prevent harm to worker health and safety Page Next Page Previous

Lean and Environment Toolkit | January 2006 | Slide 31

Beyond Value Stream Mapping

Hierarchical process mapping offers a way to drill down from VSMs to find more EHS wastes and process improvement opportunities Uses a tiered approach to examine steps within a process in a VSM Helps teams find root causes of waste Includes additional info on resource inputs, nonproduct outputs, regulatory requirements, & costs

See the Kaizen Event Training Module for more information about this method

Lean and Environment Toolkit | January 2006 | Slide 32

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Reflections on Value Stream Mapping Opportunities

What did you learn from this training module that was particularly useful? What questions do you have about the value stream mapping strategies and tools presented? What other ideas do you have to improve the environmental performance of your organization with value stream mapping?

Lean and Environment Toolkit | January 2006 | Slide 33

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EPA Lean and Environment Training Modules

For more information about EPAs Lean and Environment Training Modules, visit: www.epa.gov/lean EPA is interested in learning from organizations experiences with Lean and environment, and welcomes your comments on this training module Please contact EPA by using the form found at http://www.epa.gov/lean/auxfiles/contact.htm

Lean and Environment Toolkit | January 2006 | Slide 34

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What is Environmental Waste?

Environmental waste is either: an unnecessary use of resources, or a substance released to the air, water, or land that could harm human health or the environment

Examples of environmental wastes include: Excess (non-value-added) use of energy, water, or materials to meet customer needs Air and water pollution Hazardous wastes, trash, discarded scrap

See the Identifying Environmental Waste Training Module

Back to Main Presentation

Lean and Environment Toolkit | January 2006 | Slide 35

More Information on Value Stream Mapping

In the book Lean Thinking, James P. Womack and Daniel T. Jones defined value stream mapping as: Identification of all the specific activities occurring in a value stream for a product or product family

Value stream mapping is a managers tool for understanding how information and materials flow between processes to deliver value to a customer This big-picture, customer-oriented view of an organizations activities allows Lean implementers to identify and prioritize future improvement efforts
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Lean and Environment Toolkit | January 2006 | Slide 36

Steps in Value Stream Mapping

Typical steps in value stream mapping include:
1. 2. 3. 4. 5. 6.

Select a product family Collect data on the current state of the value stream Draw a current state value stream map, identifying waste (non-value-added activity) in the value stream Brainstorm ideas to improve production flow, meet customer demand (takt time), and level product mix Draw a future state value stream map, highlighting targets for Lean improvement efforts Develop a kaizen implementation plan
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Lean and Environment Toolkit | January 2006 | Slide 37

Value Stream Mapping References

Rother, Mike and John Shook. Learning to See: ValueStream Mapping to Create Value and Eliminate Muda. Brookline, MA: Lean Enterprise Institute, 2003. Tapping, Don, Tom Luyster, and Tom Shuker. Value Stream Management: Eight Steps to Planning, Mapping, and Sustaining Lean Improvements. New York: Productivity Press, 2002. Womack, James P. and Daniel T. Jones. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Second Edition. 2003.
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Lean and Environment Toolkit | January 2006 | Slide 38

Key to Symbols on Current State VSM

Milling 2 people C/T = 2 min C/O = 2 hr Uptime = 74%

Production process (with data box)

C/T C/O
I WK

Cycle time Changeover time Inventory Truck shipment External sources (suppliers, customers, etc.) Electronic Information flow Movement of production material

Lean and Environment Toolkit | January 2006 | Slide 39

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Resources for Processes with EHS Wastes and Opportunities

A wealth of process-specific waste elimination information, detailing techniques & technologies, is available from national and regional pollution prevention clearinghouses For more information, see:
U.S. Environmental Protection Agency Pollution Prevention (P2) website www.epa.gov/p2 Pollution Prevention Resource Exchange www.p2rx.org U.S. Department of Defense Pollution Prevention Technical Library p2library.nfesc.navy.mil

Lean and Environment Toolkit | January 2006 | Slide 40

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EPAs Lean and Environment Basic Environmental Measures (1 of 5)

EPA has assembled a list of environmental metrics that may be of use to organizations implementing Lean The metrics are derived from EPAs Green Supplier Network and Performance Track Program The measures include priority chemicals that are of particular concern because of their toxicity, persistence in the environment, and/or their potential to bioaccumulate in organisms at higher levels in the food chain

Lean and Environment Toolkit | January 2006 | Slide 41

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Environmental Performance Metrics (2 of 5)

Basic Environmental Measures
Category Input Measures
Energy Use Any source providing usable power Transportation and non-transportation sources Energy Used Specific to energy source such as BTUs or kilowatt hours, % reduction, energy use/unit of product

Definition

Metric

Unit of Measure

Land Use

Land covered by buildings, parking lots, and other impervious surfaces Land/habitat conservation

Land Converted, Land Restored Square feet, acres or Protected, Area of Impervious Surfaces

Materials Use

Materials used (total or specific), including: Materials Used, Percent - Ozone depleting substances (e.g., CFC-11) Utilization of Materials, Post- Packaging materials Consumer Recycled Content Proportion of input materials that were recycled or recovered (vs. virgin materials)

Tons/year, pounds/unit of product, % materials utilization

Toxic/Hazardous Chemicals Use

Use of hazardous and toxic chemicals that are regulated or otherwise of concern

Toxic/Hazardous Chemicals Used

Pounds/year, pounds/unit of product, % reduction

Water Use

Incoming raw water, from outside sources, e.g., from municipal water supply or wells, for operations, facility use, and grounds maintenance. NPDES

Volume of Water Used, P2 to Gallons/year, % reduction, % reduce Priority Chemicals/Quality recycled Pounds Priority Standards/Pretreat Standards Chemicals/year, % reduced, % recycled

Lean and Environment Toolkit | January 2006 | Slide 42

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Environmental Performance Metrics (3 of 5)

Basic Environmental Measures
Category Non-Product Output Measures
Air Emissions The release of any of the following: Air toxics - CAA 112b HAPs (see attachment A) Carbon Monoxide Lead Ozone and its precursors, including: VOCs (volatile organic compounds) NOx (nitrogen oxides) Ozone-depleting substances PM10 (particulate matter) PM2.5 (fine particulate matter) Sulfur Dioxide Greenhouse gases, including Carbon Dioxide Air Emissions Generated Pounds/year, Tons/year % reduction

Definition

Metric

Unit of Measure

Water Pollution

Quantity of pollutant in wastewater that is discharged to water Mass or Concentration of Pounds/year, mg/L or % reduction source. Should include any substances regulated in NPDES Regulated Pollutants Discharged permit. May include: Heavy Metals - Cu, Pb, Hexavalent Chromium, Cadmium, Zn, Ni, Hg, Organic Pollutants and Pesticides, Conventional pollutants, e.g., oil and grease, BOD and suspended solids, and Nutrients - N, P Pathogens Sediment from runoff Solid (Non-Hazardous) Waste Generated Gallons or pounds/year, % reduction, % recycled

Solid Waste

Wastes (liquid or solid) other than RCRA hazardous wastes.

Lean and Environment Toolkit | January 2006 | Slide 43

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Environmental Performance Metrics (4 of 5)

Basic Environmental Measures
Category
Downstream/Product Measures Product Impacts Expected lifetime energy and water use Wastes (to air, water, & land) from product use and disposal or recovery Energy and water used (over Energy - Btu, kWh, MWh products lifecycle) Water use - gallons Waste generated (after the Wastes - pounds, tons product is used)

Definition

Metric

Unit of Measure

Other Measures

Money Saved

Money saved in the reduction of materials or other changes in processes

Dollars saved

Dollars saved

Qualitative Measures

Other environmental improvements that cannot be directly or Savings/environmental Not Applicable accurately quantified. For example: implementing an EMS or CMS benefits from leaning out of permits/DfE/Clean Production/EMS implementation/ Extended Product Responsibility

Lean and Environment Toolkit | January 2006 | Slide 44

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Environmental Performance Metrics Resources (5 of 5)

Companies and other non-governmental organizations have also developed guidance on environmental metrics The Global Reporting Initiative provides guidance for company-wide environmental and sustainability metrics see www.globalreporting.org The Facility Reporting Initiative provides guidance for facility-wide environmental and sustainability metrics see www.facilityreporting.org

While these resources do not focus explicitly on process level environmental metrics, most of the metrics in these frameworks can be considered and applied at process or sub-process levels

Lean and Environment Toolkit | January 2006 | Slide 45

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Materials Line: Important Considerations

While material use can typically be determined, it is not always easy to identify what materials are needed or value added from the customers perspective One approach is to count all materials used in a process that are incorporated in the product as needed However, it may be possible to meet customers need with even fewer materialsthis raises important questions for product design

Lean and Environment Toolkit | January 2006 | Slide 46

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Materials Line: Important Considerations, Continued

In some cases, materials may play an important role in a process even though they do not directly add value for the customer The materials line raises the question: Is this material needed in the process or is there a better way? For example:
Solvents can be useful for cleaning processes even though they often are released to air during the process In some cases, solvents could be replaced by water, compressed air, etc., or the cleaning step can be eliminated by avoiding soiling the part in the first place

Lean and Environment Toolkit | January 2006 | Slide 47

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Example Future State VSM (1 of 2)

This future state VSM has kaizen starbursts for: 1. Lean Improvements: Converting from a push system to a pull production system using kanban (signals) and supermarkets (controlled inventories of parts) 2. Environmental Improvements: Reducing the amount of materials used by conducting Lean events on the milling and painting processes

In this example, the target is to reduce total materials use to less than 150 lbs. per shift

Lean and Environment Toolkit | January 2006 | Slide 48

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Example Future State VSM (2 of 2)

Additional Symbols on the Future State VSM
Supermarket (a controlled inventory of parts) Withdrawal (pull of materials, usually from a supermarket) Production Kanban (card or device that signals to a process how many of what to produce) Signal Kanban (shows when a batch of parts is needed) Kaizen Starburst (identifies improvement needs)
Lean and Environment Toolkit | January 2006 | Slide 49

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