Value creation encompasses a series of interconnected actions, decisions, and steps within the production process. This path often comprises inefficiencies, redundancies, and bottlenecks that negatively impact the value generated. However, these hindrances can be analyzed through a methodology known as Value Stream Mapping (VSM).
The VSM approach allows individuals and organizations to visualize the entire value-creation process holistically. This analysis can be undertaken using a template. This, in turn, optimizes the process, streamlines workflows, reduces waste and costs, improves quality, and better customer experience. Such a template can be used in various industries, including manufacturing and healthcare.
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VSM tools allow you to display complex processes as well-defined and visual illustrations. This way, you can depict the current state, visualize a future state, and design a roadmap to bridge these two states. This simplifies the identification of bottlenecks, redundancies, and areas of improvement in workflows. Common tools in VSM include Microsoft Visio, Miro, DevOps, Visme, SmartDraw, Gluu, Lucidchart, LeanIX Value Stream Management, Kepner-Tregoe’s VSM Solution, Kizen, Kaufman Global’s Software, QI Macros and Tulip.
This article unveils the fundamental components of a template for mapping value streams. It also discusses the symbols used and best practices for utilizing the document effectively. We have provided you with multiple free and ready-to-use templates in Word, Excel, and PowerPoint format for mapping different value streams.
Free Value Stream Mapping Templates
What is a Value Stream Mapping Template?
A Value Stream Mapping (VSM) template is a visual tool that provides a structured framework for creating visual representations of processes or workflows in order to determine areas of improvement.
Its layout contains symbols and placeholders for the basic elements needed to depict how value flows from input to output in the system or stream. Each symbol, icon, or visual element represents a specific component in the process, such as a task, decision, information flow, or inventory point.
The activities and events within this flow of value will be represented in a logical sequence or chronological order to ensure the map is an accurate representation of the entire process. Such representations are then used to analyze and improve the flow of materials/parts, information, and activities within the specific process or value stream. The templates use standard visual cues to make it easy for everyone to understand and interpret different processes, even if they are not entirely familiar with the technicalities.
Common Elements You Need on Your Value Stream Map Template
The template has elements that enable you to depict how value is accumulated throughout a process visually. While these elements are typically standard for generic workflows, they can be adjusted as processes vary per industry or output required.
With that in mind, here are the common elements for mapping out value streams:
Customer
The core of any value stream is the customer. The customer is the ultimate recipient of the value generated from the process. Therefore, the template must clearly identify the end customer and clarify the process’s purpose. This helps in aligning the entire process towards meeting customer expectations and satisfaction.
Supplier
Suppliers are equally important to the system. Typically, your value stream begins with suppliers providing inputs to your process. Identifying and specifying your suppliers ensures you have a complete view of the upstream flow and how it influences the efficiency of the downstream process.
Process or production flow
This is the core of your value stream mapping. It represents the sequence of steps or activities from the beginning (supplier/inputs) to the end (customer/outputs). These steps are represented using symbols and icons. A well-documented process flow helps you understand the entire journey and how various activities interact to create the final value.
Input and output
The template will have placeholders for describing what goes into each step of your process (input) and what comes out (output). Inputs signify materials, information, and resources required at each stage, facilitating better resource allocation. Outputs represent the value created and may include services, products, or information produced at the end of the process.
Communication or information flow
Besides physical materials, information flow is equally critical. This component shows how information moves between different process steps and stakeholders. Arrows and lines indicate the direction of information flow and connections between different decision points and communication channels. In today’s digital age, efficient information flow can significantly impact process efficiency.
Travel distances and timelines
This component indicates the physical distance that materials or products travel within your process. Symbols and lines illustrate distances traveled and timelines for different steps within the process. Movements and timelines for each step are essential for streamlining the process as they make it easy to identify where unnecessary movements and delays occur.
Value-added vs. non-value-added activities
Every value stream will have value-added and non-value-added activities. Therefore, the template will have a section to distinguish between these two types of activities. Value-added activities directly contribute to producing a product or service that meets the customer’s needs.
Conversely, non-value-added activities do not directly contribute to the value of the final product and are thus wasteful and should be minimized or eliminated. Distinguishing these two categories helps identify areas where improvement efforts should be directed in order to create value.
Note
The Current State vs. Future State is a fundamental concept in Value Stream Mapping. The “Current State” represents the existing or current state of your process or value stream. It is a snapshot of how things operate, including all the steps, activities, bottlenecks, inefficiencies, and waste that exist in your process at the time of analysis. The “Future State” is the vision or target state you aspire to achieve through process and improvement efforts. It represents how you envision the ideal process or value stream operating in the future.
Lead time and cycle time
The template has placeholders for documenting lead time and cycle time. Lead time represents the total time it takes for a product or service to move through the entire process from start to finish, while cycle time is the time spent on value-added activities. These metrics are vital for understanding process efficiency and identifying bottlenecks.
Bottlenecks and constraints
Highlight areas in your value stream where work slows down, accumulates/congests, or gets delayed, known as bottlenecks. Bottlenecks will typically result from limited capacity. Constraints are limiting factors affecting the overall process flow. Identifying and handling these issues is crucial for improving flow and efficiency.
Symbols to be Used in Value Stream Map Template
There are specific symbols that should be used consistently throughout the value stream map. Here are common symbols used in a template for a Value Stream Map, categorized by their functions:
VSM process symbols/icons
These include:
| Symbol | Name | Description |
 | Customer/supplier | Symbolizes a process step or activity. It is often depicted as a rectangle with rounded corners. |
 | Work cell | Represents a group of equipment and operators dedicated to a specific task or process. It is typically shown as an inverted U-shaped cell. |
 | Dedicated process flow | Illustrates a fixed activity flow within a department. |
 | Shared process | This represents a process that is shared by other parts/segments of the value stream. |
 | Data box | Contains additional information or data, such as cycle time, uptime, or change over time, relevant to a specific step in the process. It is usually a rectangle or square with details inside. |
VSM material symbols
These include:
| Symbol | Name | Description |
 | Inventory | Represents the inventory between two processes or work-in-progress. It is typically shown as a triangle. |
 | Shipments | Indicate the movement of materials or products from one location to another – typically from suppliers to factory, from factory to customers. It is often depicted as an arrow. |
 | Push arrows | Signify the push system, where materials are pushed from one process to the next. It is shown as an arrow indicating the direction of material flow. |
 | Supermarket | Signifies a supermarket inventory system – storage for inventory. It is also referred to as a Kanban stockpoint. |
 | Material pull. | This represents a pull system, where materials are pulled into the process as needed – from a supermarket or another source to the downstream processes. |
 | FIFO lane | It stands for “First In, First Out” inventory and indicates that materials are used in the order they are received or produced. It is often depicted as a lane with arrows showing the flow direction. |
 | Safety stock | Denotes a buffer of extra inventory kept on hand to account for variability in demand or supply to mitigate production problems. |
 | External shipment | Represents materials or products being received from or sent to an external supplier or customer. |
VSM information symbols
These include:
| Symbol | Name | Description |
 | Production control | Represents the central production scheduling or control operation, department, or person. |
 | Manual information | Signifies the general flow of manual or physical information, such as paper documents or conversations, within the process. |
 | Electronic information | Represents the flow of electronic data or information within the process. This includes electronic data interchange (EDI), the internet, local area network (LAN), intranets, and wide area network (WAN). |
 | Production Kanban | Denotes signals the production of a predetermined quantity of parts within the production process to control the flow of materials. It illustrates the supply chain for parts in other downstream processes. |
 | Withdrawal Kanban | Represents a device or card that signals to a material handler to withdraw materials or parts from inventory/supermarket for the receiving step in the production process. |
 | Signal Kanban | This signifies when more materials are needed as the inventory levels between two processes have dropped to a minimum point. |
 | Kanban post | Indicates the physical location where Kanban cards or signals are posted for retrieval or use. |
 | Sequenced pull | Represents an order to the subassembly process to produce a product without using a supermarket. |
 | Load leveling | Denotes the process of balancing or leveling production to match demand. It groups Kanbans so as to level production volume. |
 | MRP/ERP | Represents the use of Material Requirements Planning (MRP), Enterprise Resource Planning (ERP), or other centralized systems for managing inventory and production. |
 | Go see | Indicates a practice of physically visiting a location or process to gather information or observe operations. |
 | Verbal information | Signifies the flow of information through verbal communication, such as meetings or conversations. It also denotes information that is considered to be personal. |
VSM general symbols
These include:
| Symbol | Name | Description |
 | Kaizen burst | Indicates an opportunity for improvement in order to achieve the future state of the value stream map. |
 | Operator | Represents a person or worker involved in a process. It indicates the number of operators needed to process the VSM family for a particular workstation. |
 | Other | This symbol can be used for elements or other useful information not covered by specific VSM symbols. It is a versatile symbol that allows you to represent unique or specialized aspects of your value stream. |
 | Timeline | Represents a specific time frame or schedule, such as cycle time or wait/down times related to the process or value stream. It is used to calculate lead time and total cycle time. |
Best Practices for Using VSM Template
A well-crafted template should remain accurate, informative, and a valuable tool for continuous improvement as your organization or process evolves.
Here are some best practices for using it for value stream mapping effectively:
Regularly update and revisit the VSM template
Value Stream Maps are dynamic documents that should reflect the uniqueness and state of your processes to ensure their relevance and usefulness. To achieve this, make it a habit to update your VSM template whenever there are changes in your processes or value streams. Set regular review periods, such as monthly or quarterly. Then, update it as improvements are implemented, and new data is collected. This ensures that they remain accurate and continue to provide valuable insights as you track progress and areas of improvement.
Use color coding strategically
Color coding can enhance the clarity and visual impact of your VSM template. Assign specific colors to different types of information or elements, such as value-added activities, process phases, opportunities, and bottlenecks. Ensure to use the colors consistently across your VSMs in order to distinguish them. This can help your team quickly identify the most significant information, such as opportunities or challenges.
Provide ample space for annotations
Annotations are crucial for adding context and explanations to your template. So, allocate specific areas for documenting these annotations and comments. Encourage team members to provide comments, insights, and observations directly on the VSM during meetings or discussions. This makes the map more informative and invaluable for problem-solving and decision-making.
VSM Vs. Six Sigma
Value Stream Mapping (VSM) and Six Sigma are two distinct methodologies used for process improvement, as they focus on different approaches. VSM primarily provides a visual representation of how materials and information flow through a process, making inefficiencies and bottlenecks more apparent. VSM is more focused on visualizing and streamlining processes.
On the other hand, Six Sigma is a data-driven approach. It utilizes a structured problem-solving methodology, typically DMAIC (Define, Measure, Analyze, Improve, Control), and relies heavily on statistical tools and techniques. Six Sigma seeks to achieve near-perfect performance by minimizing defects and improving process capabilities.
Bottom Line
In conclusion, Value Stream Mapping (VSM) is a technique for optimizing processes by visualizing the flow of value from input to output. This methodology is implemented through VSM templates. The use of standardized symbols makes it easier for teams to analyze complex processes.
It also enables you to distinguish between value-added and non-value-added activities and visualize both the current state and future state of their value streams. To get started, you can explore our free templates for mapping value streams. They will help you commence your continuous improvement initiatives and harness the full potential of VSM in your organization. Remember, you can combine VSM with other process-improvement tools such as DevOps, Visio, and Six Sigma.
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