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We’ve provided two videos for you that shows you how to create a value stream map. The first video is 4:41 minutes long and the second is 4:27 minutes long.
You can also download all 30 Value Stream Map Icons, which is part of the Lean Six Sigma templates.
A Value Stream Map is an incredibly useful tool that captures the following:
- The Process and Process Owner
- Value Add and Non Value Add steps
- Number of People
- Batch Size
- Push or Pull
- Cycle Time
- Lead Time
- Reword
- Changeover Time
- and much more . . .
To represent the above and other important elements in a process, there is a somewhat standard or common nomenclature of Value Stream Map Symbol. Below, you’ll see a video on how to read a Value Stream Map for a Software Development Process. Then, we show a table of all 30 Value Stream Map Icons and their definitions.
Process Symbols
Customer/Supplier |
This icon represents the Supplier when in the upper left, the usual starting point for material flow. The customer is represented when placed in the upper right, the usual end point for material flow. |
Dedicated Process |
This icon is a process, operation, machine or department, through which material flows. Typically, to avoid unwieldy mapping of every single processing step, it represents one department with a continuous, internal fixed flow path. In the case of assembly with several connected workstations, even if some WIP inventory accumulates between machines (or stations), the entire line would show as a single box. If there are separate operations, where one is disconnected from the next, inventory between and batch transfers, then use multiple boxes. |
Shared Process |
This is a process operation, department or workcenter that other value stream families share. Estimate the number of operators required for the Value Stream being mapped, not the number of operators required for processing all products. |
Data Box |
This icon goes under other icons that have significant information/data required for analyzing and observing the system. Typical information placed in a Data Box underneath FACTORY icons is the frequency of shipping during any shift, material handling information, transfer batch size, demand quantity per period, etc. Typical information in a Data Box underneath MANUFACTURING PROCESS icons: C/T (Cycle Time) – time (in seconds) that elapses between one part coming off the process to the next part coming off, C/O (Changeover Time) – time to switch from producing one product on the process to another Uptime- percentage time that the machine is available for processing EPE (a measure of production rate/s) – Acronym stands for “Every Part Every___”. Number of operators – use OPERATOR icon inside process boxes Number of product variations Available Capacity Scrap rate Transfer batch size (based on process batch size and material transfer rate) |
Workcell |
This symbol indicates that multiple processes are integrated in a manufacturing workcell. such cells usually process a limited family of similar products or a single product. Product moves from process step to process step in small batches or single pieces. |
Material Symbols
Inventory |
These icons show inventory between two processes. While mapping the current state, the amount of inventory can be approximated by a quick count, and that amount is noted beneath the triangle. If there is more than one inventory accumulation, use an icon for each. This icon also represents storage for raw materials and finished goods. |
Shipments |
This icon represents movement of raw materials from suppliers to the Receiving dock/s of the factory. Or, the movement of finished goods from the Shipping docks of the factory to the customers |
Push Arrow |
This icon represents the “pushing” of material from one process to the next process. Push means that a process produces something regardless of the immediate needs of the downstream process. |
Supermarket |
This is an inventory ‘supermarket” (kanban stockpoint). Like a supermarket, a small inventory is available and one or more downstream customers come to the supermarket to pick out what they need. The upstream workcenter then replenishes stocks as required. When continuous flow is impractical, and the upstream process must operate in batch mode, a supermarket reduces overproduction and limits total inventory. |
Material Pull |
Supermarkets connect to downstream processes with this “Pull” icon that indicates physical removal. |
FIFO Lane |
First-In-First-Out inventory. Use this icon when processes are connected with a FIFO system that limits input. An accumulating roller conveyor is an example. Record the maximum possible inventory. |
Safety Stock |
This icon represents an inventory “hedge” (or safety stock) against problems such as downtime, to protect the system against sudden fluctuations in customer orders or system failures. Notice that the icon is closed on all sides. It is intended as a temporary, not a permanent storage of stock; thus; there should be a clearly-stated management policy on when such inventory should be used. |
External Shipment |
Shipments from suppliers or to customers using external transport. |
Information Symbols
Production Control |
This box represents a central production scheduling or control department, person or operation. |
Manual Info |
A straight, thin arrow shows general flow of information from memos, reports, or conversation. Frequency and other notes may be relevant. |
Electronic Info |
This wiggle arrow represents electronic flow such as electronic data interchange (EDI), the Internet, Intranets, LANs (local area network), WANs (wide area network). You may indicate the frequency of information/data interchange, the type of media used ex. fax, phone, etc. and the type of data exchanged. |
Production Kanban |
This icon triggers production of a pre-defined number of parts. It signals a supplying process to provide parts to a downstream process. |
Withdrawal Kanban |
This icon represents a card or device that instructs a material handler to transfer parts from a supermarket to the receiving process. The material handler (or operator) goes to the supermarket and withdraws the necessary items. |
Signal Kanban |
This icon is used whenever the on-hand inventory levels in the supermarket between two processes drops to a trigger or minimum point. When a Triangle Kanban arrives at a supplying process, it signals a changeover and production of a predetermined batch size of the part noted on the Kanban. It is also referred as “one-per-batch” kanban. |
Kanban Post |
A location where kanban signals reside for pickup. Often used with two-card systems to exchange withdrawal and production kanban. |
Sequenced Pull |
This icon represents a pull system that gives instruction to subassembly processes to produce a predetermined type and quantity of product, typically one unit, without using a supermarket. |
Load Leveling |
This icon is a tool to batch kanbans in order to level the production volume and mix over a period of time |
MRP/ERP |
Scheduling using MRP/ERP or other centralized systems. |
Go See |
Gathering of information through visual means. |
Verbal Information |
This icon represents verbal or personal information flow |
General Symbols
Kaizen Burst |
These icons are used to highlight improvement needs and plan kaizen workshops at specific processes that are critical to achieving the Future State Map of the value stream. |
Operator |
This icon represents an operator. It shows the number of operators required to process the VSM family at a particular workstation. |
Other |
Other useful or potentially useful information. |
Timeline |
The timeline shows value added times (Cycle Times) and non-value added (wait) times. Use this to calculate Lead Time and Total Cycle Time. |
Blog Article | Excel | PowerPoint | Video |
Module | Description | Type | |
Overview |
What is Six SigmaThe various definitions of Six Sigma is explained in this 5:42 video. We specifically discuss 6 definitions of "Sigma", ending with the most relevant definition which is related to the DMAIC Method of Problem Solving. |
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Overview |
The DMAIC FrameworkIn this 4:17 video, we explain the DMAIC framework and give an introduction to each phase in DMAIC. We specifically show the storyboard for each phase in the DMAIC framework. |
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Overview |
DMAIC versus PDCAArticle describes how PDCA is used in Lean and the similarities and common history between PDCA and DMAIC. |
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Overview |
History of Six Sigma and LeanIn this video, we go through the various contributors of Six Sigma, their contribution, and why it's important in the practice of modern Six Sigma. We also go into the history of the Toyota Production System and how the term "lean" was coined. Video is 7:36 long. |
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Overview |
Lean History and TimelineThis article shows a comprehensive history and timeline of Lean and of continuous improvement beginning in the 1600's. |
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Overview |
Black Belt CertificationIn this article, we provide various resources where you may take the Black Belt exam should you choose to do so. We also discuss the positive and negative of Black Belt certification. |
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DEFINE | |||
Define |
The Define Phase StoryboardWe introduce the Define Phase and show the Define Storyboard, a high level map of what the phase is about and the expected outputs. Video length is 3:50. |
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Define |
Business Needs AssessmentIn this video, we discuss how to identify business needs of an organization and how to take that knowledge and transform it into a formal DMAIC project that will get the backing and support from top management. Video length is 6:46. |
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Define |
Project CharterIn this 5:37 minute video, we explain the role of the project charter and its importance in Six Sigma DMAIC projects. Video length is 5:37. |
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Define |
Project Selection MatrixIn this short 2:51 minute video, we learn a simple and effective method for prioritizing between competing priorities. This method is important for the selection of an improvement project. |
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Define |
Problem StatementArticulating the problem well gets you much closer to a solution. In this video, we show you how along with several real world examples of effective problem statements. Video length is 5:42. |
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Define |
Stakeholder AnalysisIdentifying stakeholders and their needs is one of the most important steps in Define. This is especially crucial if there are any influential stakeholders that are resistant to your message. Video length is 2:47. |
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Define |
Affinity DiagramAffinity Diagram is a tried and true method for brainstorming and coming up with ideas. Learn how to apply this technique in this video. Video length is 4:25. |
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Define |
SIPOCIdentifying the key spots where measurements can be taken in crucial. This video will show you how to do it. Video length is 3:01. |
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Define |
Voice of the Customer and CTQIn this video spanning 5:11, we explain Voice of the Customer and how Six Sigma is rooted in the customer. We explain how to translate Voice of the Customer into Critical to Quality Metrics. |
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Define |
Critical to Quality TreeArticle explaining the critical to quality tree, with examples, and a template to download so you can create your own for your six sigma projects. |
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Define |
Value Stream MapIn this 4:42 video, you will learn understand the value stream map symbols and learn how to design your own value stream map. We provide a zip file of VSM Symbols for you to download. |
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Define |
Kano ModelWe explain the Kano Model to identify service and product characteristics that should be "satisfiers" and the ones that be "good enough" and don't need to go any further. |
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MEASURE | |||
Measure |
The Measure Phase StoryboardWe introduce the Measure Phase and show the Measure Storyboard, a high level map of what the phase is about and the expected outputs. |
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Measure |
Data Types in Six SigmaIn this article we explain the various types of data, how they're different, and what they tell us about process behavior. We will also learn how to collect data. Video length is 5:24. |
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Measure |
Descriptive StatisticsIn this module we learn various data measures that tell us key characteristics of a data set. We also begin the foundation for our discussion on distributions in a later module. |
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Measure |
DistributionsThis is a brief introduction to statistical distributions and what inferences we can draw from them. |
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Measure |
Graphical Representation of DataGraphically representing data effectively is required to effectively communicate meaning. In this module we learn various graphical methods and how to do them. |
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Measure |
7 Quality ToolsWe briefly introduce each of the 7 quality tools. We follow this video several videos where we focus on the detailed of each of the 7 quality tools. Video length is 4:46. |
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Measure |
Check SheetsIn this HD video, we explain the checksheet, what it is used for, see various examples of checksheets, how to create one, and be able to download a checksheet template from the Shmula content library. Video length is 3:53. |
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Measure |
Pareto ChartIn this 4:48 minute video, you will learn the history of the Pareto Principle, why it's important, and how to apply the Pareto Principle in your lean and six sigma efforts using excel. |
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Measure |
HistogramThis video on the Histogram explains what it is, when to use it, and how to use it. Video length is 3:01. |
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Measure |
Scatter PlotIn this 4:27 short video, we introduce the Scatterplot, what it is, why use it, and how it can be helpful in your six sigma projects. |
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Measure |
Cause and Effect DiagramThis 5:21 minute video explains the cause and effect diagram - what it is, when to use it, and how to create one. |
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Measure |
Control ChartIn this video, we introduce you to the control chart - what it is, where to use it, when to use it, and how it's used. Video length is 7:05. |
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Measure |
Run ChartIn Progress |
In Progress | |
Measure |
Process Cycle EfficiencyProcess Cycle Efficiency is a more modern tool that looks at processes from the perspective of value and waste. We show you how to do it and why it's important. |
In Progress | |
Measure |
FMEAFailure Mode Effects Analysis is a tried and true method and technique for quickly identifying ways where process problems can occur and how to quickly mitigate them. Video length is 4:45. |
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Measure |
Basic StatisticsIn this article, we go in depth to explain basic data types, scales, and the language of six sigma. |
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Measure |
Using Z ValuesWe learn about Z Values or the Z Score with applications in Six Sigma projects. |
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Measure |
Sample Size CalculationsIn this module we learn the underpinnings of sample size calculations and how they are used in six sigma. We provide a sample size calculator in the template section also. |
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Measure |
Introduction to VariationThis article introduces the learner to the concept of variation and how it impacts the customer experience. |
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Measure |
Red Bead Experiment Part 1Introduction to red bead experiment. |
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Measure |
Red Bead Experiment Part 2In part 2, we actually do a quick run through the experiment. |
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Measure |
Red Bead Experiment Part 3In this video, we explain and go through more runs of the experiment. |
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Measure |
Red Bead Experiment Part 4In this video we continue our experiment and go through some of Dr. Deming's most famous quotes. |
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Measure |
Red Bead Experiment Part 5Continuing the experiment, with a focus on how to best facilitate an event. |
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Measure |
Red Bead Experiment Part 6In this last video in the series, we go through the key lessons learned from Deming's famous experiment on variation. |
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Measure |
Measurement System AnalysisIn this video we discuss variation and how it impacts our methods of measuring. Video length is 5:28 and we show examples along with tips on how to deal with bad metrology. Video length is 5:28. |
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Measure |
Gauge R&RIn this video we explain the Gauge R&R Test and provide various examples of where and how it may be applied in industry. |
In Progress | |
ANALYZE | |||
Analyze |
The Analyze Phase StoryboardWe introduce the Analyze Phase and show the Analyze Storyboard, a high level map of what the phase is about and the expected outputs. |
In Progress | |
Analyze |
BrainstormingWe introduce various methods of brainstorming. Some conventional and some not very and more modern. Some of these methods are taken from Design Thinking and have been found to be very effective in identifying innovative and simple solutions to problems. |
In Progress | |
Analyze |
5 Whys and Fishbone DiagramIn this video we explain the 5 Why exercise and show many examples. We extend the 5 Whys and show how it naturally leads to the Fishbone Diagram. |
In Progress | |
Analyze |
Verifying Root CausesWe introduce hypothesis testing and various methods for doing so including the Regression, T Test, Chi Square, and ANOVA. |
In Progress | |
Analyze |
Hypothesis TestingIn Progress |
In Progress | |
Analyze |
RegressionIn Progress |
In Progress | |
Analyze |
T TestIn Progress |
In Progress | |
Analyze |
Chi SquareIn Progress |
In Progress | |
Analyze |
ANOVAIn Progress |
In Progress | |
IMPROVE | |||
Improve |
The Improve Phase StoryboardWe introduce the Improve Phase and show the Improve Storyboard, a high level map of what the phase is about and the expected outputs. |
In Progress | |
Improve |
Change ManagementWe introduce you to several change management models that have been found to effective in practice. We show what they are, how to do them. |
In Progress | |
Improve |
Solution Selection MatrixThe Solution Selection Matrix is a simple tool that helps a team vote and decide on which solution makes the most sense to put resources behind in improvement projects. |
In Progress | |
Improve |
Process CapabilityWe discuss process capability and how it's different from a process not in control. We discuss its importance. |
In Progress | |
Improve |
Cost / Benefit AnalysisWe introduce the concept of Cost and Benefit Analysis and provide several ways at showing cost savings from Six Sigma Projects. |
In Progress | |
Improve |
Poka YokeAs part of the Improve Phase, we introduce the concept of Poka Yoke, or error proofing, as a way to prevent defects before they even occur. We show may examples and teach the principles behind Poka Yoke. |
In Progress | |
CONTROL | |||
Control |
The Control Phase StoryboardWe introduce the Control Phase and show the Control Storyboard, a high level map of what the phase is about and the expected outputs. |
N/AN/A | |
Control |
Before / After ParetoWe show ways to visually see before and after results of your project. |
In Progress | |
Control |
Standard Pig GameIn this 4:55 minute video, we show you a simple and effective game that teaches the importance of Standard Work. This video should be watched prior to the video on Standard Work. |
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Control |
Standard WorkStandard Work is a foundation of Lean and Six Sigma. In this 5:36 minute video we explain Standard Work and show its role in continuous improvement. |
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Control |
Control ChartsWe discuss the various control charts, why they're important, and how to create them given your process and given your data type. |
In Progress |
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