IMP-01 — VALUE STREAM MAPPING

See where the time and margin actually go.

The whole flow — material, information, waiting — drawn end to end on one map. Current state measured, future state designed, and the implementation plan sequenced by payback. The map is the argument: most teams find 60–80% of lead time is waiting nobody owns.

Scope this engagement All four disciplines

WHAT YOU GET

The deliverables, plainly.

WHAT-01

Current-state map

Every step timed and classified — value-adding, necessary waste, pure waste — with data from your own floor, not industry averages.

WHAT-02

Future-state design

The target flow with pull, batch sizes and information triggers agreed by the people who run it.

WHAT-03

Sequenced roadmap

Improvements ordered by payback and dependency — a plan the next three months can actually absorb.

SEQUENCE — HOW IT RUNS

STEP 01

Walk & time the flow

Two days on the floor with a stopwatch and the crew.

STEP 02

Draw current state

The map, with the data behind every box.

STEP 03

Design future state

Workshop with operators and leads — their line, their map.

STEP 04

Roadmap & handover

Sequenced actions, owners, and the meters to watch.

TYPICAL ENGAGEMENT

2–3 weeks

WHERE IT FITS

First diagnostic before any lean investment

OUTPUT

Current + future state maps, sequenced roadmap

Q&A

A process map shows steps; a value stream map shows time, inventory and information flow between them. The waiting between boxes — which a process map hides — is where most of the lead time lives.

Yes — scoped on a call, quoted fixed in writing. Improvement engagements also state the meter we'll measure the gain on, so success is defined before we start.

NEXT STEP

Put a number on the constraint.

A thirty-minute call, the meter agreed, and a fixed-price engagement in writing.

Book a consultation0800 KAIZEN (524 936) · hello@kaizenconsulting.co.nz