Value Stream Map, the question forgotten.

One of the situations that we often find in advising companies starting work read is that when asked where his current state map (map the current state), many do not know is that, and others, what they do it is to show a map with the different processes and time employees, which is fine.

But one thing missing, and that is the most important part of a value stream map, what is it?

The future stream map, or future state map.

And that, what is the use?

Simply to see the goals we want to achieve in a visual format.

If we have the current state map, we can see all the molt or waste that exists, because waiting times, production in each process, the amount of inventory shows, etc.

We know where we have the move and in what quantity, but now missing (and that if it is important) is where we can go.

In other words, the dumb that we will reduce and as we will do.

Many companies start working with Lean 5S, kanban cards, etc, but do not realize that missing most importantly, the compass, which tells us where we need to go.

In other words, what do we have to reduce that amount ?,? when? how?

That’s the key and especially answering the most important question that is always done in read:

What does the customer want?

If we have our current state map and see that it took five days to produce, and asked the customer wants, and the answer is delivered in two days, and we know how much we move.

We have three days of silent and we have to reduce.

It is no use to put us to reduce the time it takes to change the oil filter of a machine, using a kaizen if the filter is changed once a year. It is an interesting improvement but it is not what we need.

We have to concentrate on what’s important, which is to reduce that time or eliminate these defects, the customer does not want, and so if we do not change soon, stopped to buy us.

So the question forgotten when you go to make a value stream map is:

Once I have done my current state map, what the customer wants us to do?

And now we develop cascade that question.

Suppose as noted above, the answer is to reduce the delivery time in 3 days.

Now we look at the current state map and ask:


What processes are a bottleneck? And we define.
What can we do to eliminate the bottleneck? And we seek solutions through SMED, Kaizen, Kanban flow path, increase shifts only in the bottleneck, etc.

What processes have excess inventory? And we define.
What can we do to reduce that inventory? And start, we look for solutions with lean tools.
And all these solutions are those that will be in our future state map, to reduce production times and waiting times and bottlenecks to achieve the objective of producing in 2 days.

Here you can see an example of a current state and future state in which it is seen that the production time is reduced by 46.7%, through start defining what tools are to be used for this.
If you do not make the future state map and define the processes to be modified through a A3, you’re not doing nothing but draw, and that will not get substantially better.


As always, some tell me that’s very laborious and time consuming, it is true, welcome to the hard world to read. Nobody told you it was going to be easy because read, as I always say it’s simple but not easy. It is common sense, but you know that common sense often fails in companies.

Value Stream Map, the question forgotten.

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