Page 65 - The Toyota Way Fieldbook

Chapter 3. Starting the Journey of Waste Reduction 43

Understand Your Objectives When
Mapping the Current State

As you map the current state, it is important to evaluate the processes with the cre-
ation of a future state in mind. It is necessary to understand what you want to
achieve when you get “lean” in order to know what the current obstacles are (this
is the problem-solving method outlined in Part IV—define the current situation,
identify the goal, and recognize the gap between where you are and where you
want to be). There may be several goals that you would like to achieve with your
lean effort. Here are a few of the higher-level objectives that are typical character-
istics of a lean value stream. For your initial efforts in creating a connected value
stream, these should be your primary objectives. Subsequent activities can focus
on more specific point kaizen improvements and continued elimination of waste.
1. Flexible processes to respond quickly to changing customer require-
ments, especially increased variety of products. Is the process capable of
producing any part at any time?
2. Short lead-time from customer order to completion and delivery of the
product.
3. Connected processes (see Chapter 5) with continuous flow and pull of
materials.
4. Each value stream may have separate “flow loops” within the value stream
that are identified by points when flow is not possible. These are dictated
by the current process limitations.
5. Simplified information flow within the value stream that comes from inter-
nal customers (the following process).
6. Aclear awareness of the customer requirement (the “voice of the customer”).
In a pull environment, the customer (next operation) dictates what is done
and when. The voice of the customer should provide:
a. Required rate (takt time)
b. Required volume (quantity)
c. Required model mix
d. Required sequence of production
7. Every value stream and flow loop within the value stream will have a
“pacesetter” process that will establish the rate (per takt time) for all other
operations.

With these items in mind as you map your current state, you will be looking
for the opposite indicators of these conditions, or places where you can create the
desired condition. For example, as you look at each process ask, “Is this process
flexible—capable of changing from one product to another quickly (within a few
minutes)?” Indicators of inflexibility include long setup times and high volume
production runs. It’s also important to evaluate whether the previous process is