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Hi. This is Tim 02 key track from two consulting. And today I wanted to talk a little bit about value straight mapping how you can use that in your organization to be able to visualize how you deliver the products or services that you that you promise your customers how to visualize opportunities for improvements within your value stream on your value delivery system, both at a system level and also at a point or a process level and time that into your long term strategy on creating future state that you'd like to achieve, whether it be for growth or whether it be for greater productivity or customer satisfaction or improved quality. So, uh, what I'm gonna work with here today is a is a tool that we use its ah software tool called Lean Pilot. It's a fantastic user friendly, very simple tool to use to be able, Teoh, engage a team around their findings, falling observation in value stream and being able to discuss and very easily map out what opportunities they have identified to take forward and develop solutions or problem solving actions around. So what I'm gonna quickly show you here today is just a bit about that software and just this example that we've created here just to explain a little bit about what value stream is and how you can use it. So this is a manufacturing example, however. Value stream APP maps can be invaluable when it comes to mapping the patient flow. For example, in a healthcare provider or hospital we've uses and financial services organisations Teoh look at the loan application and approval process or even an administrative Cole center to be able to track the interaction of a name down call through the organization. So there's different types of value stream maps. This is a traditional way out, but there are values tree maps that are separated by functions in the business, so they'd be referred to a swim lane history map. So, for example, sales administrative functions. Then then, let's say, retail operations. That might be an example, but very versatile. But let's walk through this one today, and I'll explain a few of the benefits of of engaging your team around around this process toe to find improvements. So the 1st 1st and foremost, we can see that there's a lot of, um, icons and sets of icons here. So we have different options here when it comes Teoh establishments or process types or, for example, uh, logistics. Um, indicators here is well, Azaz inventory indicators, also with information flow. So value streams or value stream maps of really to track the movement of of information and also what it is that you're actually transforming Teoh to deliver what it is you promised to your customer that product or service so connected the raw material. It could be like I mentioned before the patient receiving treatment throughout health care process. But this is a fantastic tool that's very comprehensive with what you're able to do with it and to be able to visualize. So I'm just gonna drop that tool to bar down so we can see a bit more here, and you can see that that's up the top for when I need it. Um, first and foremost, what we want to understand is the needs of our customers. So in this case, we're selling some simple products to them. It's a metal part on, and they need 24 of those per day, and we realized that we have one shift and to be able to deliver that. That means that we have to produce one of these metal parts every 20 minutes. So we've worked for that customer, and we actually have have had their help by getting seasonal forecast monthly forecasts. And that's helped us to plan our resources into design or are or processes around delivering to their needs. So we've also worked out a solution with them for daily orders. So we're receiving those electronically at this point, and that's going into a planning process in our business. So that planning process over here is actually helping us provide a logistics or shipping plan. Uh, it's also allowing us to devise a balanced or level production system. And what I mean by that is having a mix of different parts or procedures or, um, different elements that are gonna go through the same process. But actually leveling that off in a way that, uh, we're actually delivering a completed item or ah, service in in full, more often at the end. So, for example, in our our business, we have a you and Owen Aggie part. We're not gonna wait to build all the use, and then the O's and then the G's and the customer really wants one of each of the end. What we're going to do is changeover from time to time toe optimize the completed good so that we're actually delivering the customers when they want, as opposed to making them wait. So same thing in health care. For example, batch ing a certain procedure type for the same theater when we perform different procedures in there as well would really cause, uh, let's say, a bit of a flow on effect, as well as a bottleneck for preparation materials. For example, we won't be using all different types of consumables over medications for one. And we need an entire batch of that a supposed to a supposed Teoh, balancing that off and getting a smooth flow. So that's that's what we can do. The information. And, of course, we're indicating to our suppliers here, in this case electronically, that we need some other raw materials and metal plates. They provide us those metal plates, fire road freight, and we've got some stock there at the beginning of our process. So now that we understand the thean formacion flow, Onda bit about what we do with our suppliers and all stemming from the customer's needs. We have a process here, and we have four steps in our process to be able to do what it is we need to do to deliver for the customer. There's a cutting and sawing process. They're milling process a drilling test and assembly process. And then finally, were We're loading our our vehicle to be able to deliver to the customer. So under each one of those steps, um, way have the amount of process owners or operators at that step. We have a cycle time. So, for example, that oh, you O and G parts Over here we have three different cycle times. So we've had to take a weighted average to be ableto visualize this properly every time we change between one of those different parts or between two of those different parts. There's a change over time, 20 minutes. So we have to take that in consideration. Like I said before, making sure that we get the right mix to be able to deliver to the demand times that we have up here from our customer. So that takes a bit of calculation, but nothing, nothing we're gonna go into too much detail today on this is a very good process. In terms of quality, this 100% yield just for the sake of an example. And this process runs for 540 minutes today. So as materials here get replenished what we have from the milling processes when they consume any of the working process. From this first step, we've actually controlled that through a can ban. So for those who don't know can ban is could be a physical limit on the working process in between to two steps and also using a signal to tell the previous process. Hey, I've consumed what you would have provided me or back to an amount where that's been to trigger the punishment of those those working process materials again. So could be a visual indicator. Can be a card can be a ah networked message on a on a system. It could be all different types of things, but that's the concept there. So we're limiting the amount of of batch ing a work in process in between these two steps. So this 1,000,000 process they mail all three parts is a set. There's one operators, 18 minutes Cycle time, the changeover times under five minutes and we're changing over our parts by shift. So that's that's just in indicator, um, toe when we change from from one set to another. So there's a first in first out, um, transfer between these two steps. So that means that we have, ah, single piece flow and we're gonna consume the 1st 1 of the 1,000,000 process into the drawing test assembly process. So there we have to pr