Value Stream Map example is one of key discussions in academic and lean practicioners. As one of wide known lean manufacturing tools, it is attracting many people. Allured by benefit of reduce wastes and streamline raw material. Abundance research paper conclude by value stream map heroic success, of turning factory financials from doom to Hall of fame spotlight.
From academia.edu The reseach paper for keyword “value stream map” and “case study” alone account for 453.526 Papers. Thats why In the world of Lean Manufacturing, Value Stream Mapping (VSM) stands as a beacon of hope, promising efficiency, waste reduction, and streamlined processes.
However Based on our research filtering value stream map project focus on manufacturing only 71% completing the current and future VSM. And only 9% shared profitability in financial result. it often shows mirage of lean mastery. Comprise of tedious task, often we missed VSM bigger picture which is :
“Is it worth the time & effort ?
or we just busy to prove ourselves as lean expert?”
In our article below we will decode value stream map example vital metrics and to give you insight does your VSM project are worth your time and effort.
Value Stream Map Example Case study selection : How do we select from Paper Research
Value stream map example in research paper are good resources To get better picture on how Currently VSM implementation trends. We conduct on paper research on how Value stream map implementations, which has clear current state map and future state map. We focus upon case study which has clear definitive Implementation benefits.

Key point we want to know in value stream map example were:
- What industry sector they are
- Current state map (CS-VSM)
- Improvement tools selected
- Future state map (FS-VSM)
- Key benefit in operations KPI ( Quality, Cost, Delivery, & People morale)
Value Stream Map Example : What insight from case study
Now how many VSM project did not go further in future state? It account for 91% while it shown good percentages. It drop to whopping 9% when it comes to financials impact.
Efficiency and financial performance go hand in hand when it comes to streamlining processes within an organization. In this blog section, we’ll delve into the completed Value Stream Mapping (VSM) projects, specifically CSVSM and FSVSM, and explore the percentages and financial analysis associated with them.
 Completed Current State Value Stream Map
CSVSM, or Continuous Value Stream Mapping, is a method used to optimize processes continuously. Completing 32 projects using CSVSM is a significant achievement, demonstrating a strong commitment to process improvement within the organization. But what do these numbers tell us?
Completed Future State Value Stream Map
FSVSM, or Future State Value Stream Mapping, represents the future state of processes, focusing on where improvements can be made. Completing 23 projects using FSVSM is a sign of forward-thinking and the pursuit of enhanced operational efficiency.
Improvement implemented
The percentage figure of 72% signifies the success rate of the completed VSM projects in relation to the total projects initiated. This means that 72% of the projects resulted in improvements, whether in terms of reducing waste, enhancing productivity, or streamlining workflows.
The Financial Analysis
Financial analysis is a crucial aspect of any process improvement initiative. The 9% figure here indicates the average financial improvement achieved through these VSM projects. This may include cost savings, increased revenue, or other financial gains resulting from the optimized processes.
It’s evident that these figures reflect a strong commitment to process improvement within the organization. Completing numerous VSM projects, coupled with a substantial success rate and notable financial improvements, shows a clear dedication to enhancing both operational efficiency and financial performance.
The path to operational excellence and financial success is an ongoing journey. By continually analyzing and optimizing processes, organizations can stay competitive and adapt to changing market conditions, ultimately securing their long-term success.
Key metrics to Streamlining Processes with Value Stream Mapping
In today’s fast-paced business world, optimizing processes and reducing waste are key factors in achieving operational efficiency. One valuable tool in this quest is Value Stream Mapping (VSM). VSM helps organizations identify areas for improvement by visualizing the flow of materials and information within their processes. In this section, we will explore two specific Value Stream Maps: CS-VSM and FS-VSM, and examine their key metrics.
Current State-VSM Average VA Time &Â Average Production Lead Time
The Average Value-Added (VA) Time for CS-VSM indicates the time spent on activities that directly contribute to the creation of value for the customer. This is a critical metric to track, as reducing VA time can lead to more efficient processes and quicker delivery of products or services.
The Average Production Lead Time for CS-VSM represents the total time required to fulfill a customer order from start to finish. It includes both VA and Non-Value-Added (NVA) time. A high lead time might be an indication of inefficiencies or bottlenecks within the process.
Future State-VSM Average VA Time & Average Production Lead Time
For FS-VSM, the Average VA Time is 23.4 hours. Comparing this with CS-VSM, we can see that FS-VSM has a lower VA time, indicating a more streamlined process with fewer non-value-added activities.
The Average Production Lead Time for FS-VSM is 326.9 hours, which is notably lower than that of CS-VSM. This suggests that FS-VSM may be more efficient in delivering products to customers, with a shorter lead time.
By understanding these VSM metrics for CS-VSM and FS-VSM, organizations can identify areas for improvement, reduce waste, and enhance their overall efficiency. Value Stream Mapping is a powerful tool for continuous improvement, helping businesses stay competitive in today’s dynamic market.
VSM Example: Unpacking the Impact of Value Stream Mapping Metrics
In the realm of process optimization, Value Stream Mapping (VSM) metrics play a pivotal role in evaluating and improving efficiency. In this section, we will analyze specific VSM metrics for both CS-VSM and FS-VSM, focusing on Production Lead Time and Value-Added (VA) Time percentages.
 CS-VSM Metrics Production Lead Time & VA Time
Production Lead Time is a critical metric that reflects the time it takes for a process to be completed from start to finish. In the case of CS-VSM, this metric is at 94.9%. A high percentage suggests that a significant portion of the total process time may be comprised of non-value-added activities or delays, indicating a potential need for process streamlining.
Value-Added (VA) Time represents the portion of time spent on activities that directly contribute value to the end product or service. With a VA Time percentage of 5.1%, CS-VSM indicates that the majority of its activities are non-value-added. This suggests room for optimization to reduce waste and enhance value delivery.
FS-VSM Metrics Production Lead Time & VA Time
The Production Lead Time percentage for FS-VSM is 93.3%, which is slightly lower than that of CS-VSM. A lower percentage implies a more streamlined process, but there is still room for improvement.
With a VA Time percentage of 6.7%, FS-VSM also has a higher portion of non-value-added activities compared to value-added ones. However, this metric is slightly better than that of CS-VSM, indicating that FS-VSM has made some progress in optimizing its processes.
These metrics emphasize the importance of regular monitoring and optimization of processes. While both CS-VSM and FS-VSM have room for improvement in reducing Production Lead Time and increasing VA Time percentages, they have taken steps towards enhancing their efficiency.
In today’s competitive landscape, businesses need to continually evaluate and fine-tune their processes to stay agile and responsive to market demands. These VSM metrics are a valuable tool in identifying areas for improvement, reducing waste, and ensuring that resources are allocated efficiently, ultimately contributing to the organization’s success.
Value Stream Map Example :The Path to Improved Processes in FS-VSM by Enhancing Operational Excellence
In the quest for operational excellence, organizations continually seek out tools and techniques to streamline their processes and deliver superior results. Drawing insights from a recent research study, we can now take a closer look at the adoption rates of various improvement tools within the context of Future State Value Stream Mapping (FS-VSM).
 Motion Study (84%)
The Motion Study tops the list with an impressive adoption rate of 84%. This indicates a strong focus on analyzing and optimizing employee movements to improve productivity and minimize physical strain.
Kaizen Event (19%)
Kaizen Events, associated with continuous improvement, have found a place within FS-VSM processes at a rate of 19%. These events encourage a culture of constant improvement.
SMED (31%)
Single-Minute Exchange of Dies (SMED) plays a crucial role in minimizing setup and changeover times in manufacturing processes. FS-VSM’s adoption rate of 31% underscores the commitment to reduce downtime and enhance efficiency.
Relayout (28%)
With a 28% adoption rate for Relayout, FS-VSM organizations recognize the importance of reorganizing workspaces for better flow and efficiency.
Problem Solving (13%)
Problem-solving techniques hold a 13% adoption rate, reflecting the importance of structured methodologies in addressing process bottlenecks and inefficiencies.
Kanban (41%)
Kanban’s adoption rate at 41% demonstrates its widespread use wi7thin FS-VSM. Visual management techniques are essential for maintaining control over inventory and ensuring a smooth material flow.
TPM (3%)
Total Productive Maintenance (TPM) ensures equipment reliability and uptime, and it’s adopted by 3% of FS-VSM organizations, emphasizing their dedication to minimizing equipment-related issues.
Heijunka (13%)
FS-VSM processes have embraced Heijunka, which focuses on production smoothing and leveling. A 13% adoption rate shows a commitment to reducing production schedule fluctuations.
ABC Class (3%)
Inventory management, classified by importance and value, is an approach adopted by 3% of FS-VSM organizations.
Line Balance (22%)
Line balancing is essential for maintaining efficient production. With a 22% adoption rate, organizations seek to prevent bottlenecks and resource underutilization.
Information Flow (6%)
Efficient information flow, adopted by 6%, highlights the importance of managing data and knowledge for informed decision-making within FS-VSM processes.
BIQ (6%)
The adoption of Business Intelligence and Quality (BIQ) techniques by 6% of organizations underscores their commitment to integrating data-driven decision-making into the improvement process.
5S audit (6%)
5S, encompassing Sort, Set in order, Shine, Standardize, and Sustain, is employed by 6% of FS-VSM organizations, focusing on maintaining clean, organized workspaces.
Implement Digitalization (3%)
While only 3% have embraced full digitalization, it’s clear that organizations are recognizing the transformative power of technology in streamlining operations.
These adoption rates showcase a landscape where FS-VSM organizations actively invest in various tools and techniques to enhance their processes, reduce waste, and ultimately deliver greater value to their customers. Continuous improvement remains a guiding principle, and these tools are invaluable assets on the journey toward operational excellence.
The data presented in the article reveals several important conclusions:
1. Diverse Tool Adoption: FS-VSM organizations are actively adopting a diverse set of improvement tools and techniques. From Motion Study to Kanban to Digitalization, a wide range of methodologies is being employed to optimize processes.
2. Emphasis on Employee Movements: The high adoption rate of Motion Study (84%) suggests a significant focus on analyzing and optimizing employee movements, indicating a commitment to improving productivity and reducing physical strain.
3. Continuous Improvement Culture: The inclusion of Kaizen Events (19%) highlights a cultural commitment to continuous improvement. These events encourage organizations to make small, incremental enhancements to their processes.
4. Reduction of Setup Times: The adoption of SMED (31%) reflects the importance of minimizing setup and changeover times in manufacturing processes, demonstrating a dedication to reducing downtime and enhancing efficiency.
5. Efficient Workspace Layouts: The adoption of Relayout (28%) showcases a recognition of the significance of reorganizing workspaces to achieve better flow and efficiency.
6. Structured Problem Solving: Problem-solving techniques (13%) are valued, indicating that organizations recognize the importance of structured methodologies in addressing process bottlenecks and inefficiencies.
7. Material Flow Control: Kanban’s high adoption rate (41%) underscores its importance in controlling inventory and ensuring a smooth material flow, particularly in manufacturing contexts.
8. Equipment Reliability: Despite the low adoption rate (3%) of TPM, the organizations using it prioritize equipment reliability and uptime.
9. Production Smoothing: The use of Heijunka (13%) emphasizes a commitment to reducing fluctuations in production schedules, leading to more predictable and efficient processes.
10. Digital Transformation: The low adoption rate of Implement Digitalization (3%) suggests that while organizations are recognizing the transformative power of technology, many are still in the early stages of embracing full digitalization.
In conclusion, the data highlights the commitment of FS-VSM organizations to the pursuit of operational excellence and continuous improvement. These tools and techniques serve as valuable assets in the quest to streamline operations, reduce waste, and ultimately deliver greater value to both internal and external stakeholders. The diverse adoption rates indicate a nuanced approach to process improvement and a clear understanding that there is no one-size-fits-all solution in the journey toward operational excellence.