Creating a Value Stream Map
Value Stream vs Process Mapping: Which Will Deliver Better Business Outcomes?
1. Introduction: Mapping for Improvement
Efficiency is a common goal for many businesses. One way to achieve this goal is to use a visual tool in process improvement. Two key visual tools are value stream mapping (VSM) and process mapping.
These tools are valuable because they enhance a process by increasing communication and collaboration between teams and stakeholders, encourage knowledge sharing, boost accountability, and streamline documentation. These tools also help identify areas for improvement and foster continuous improvement (Kaizen) in a clear and accessible manner.
When deciding which visual tool to use, you need to understand the difference between them and how they can support your organisation. Then you can choose the one that aligns with your needs.
This article looks at the difference between value stream mapping and process mapping. To help you understand what each tool can offer you when you are making this important decision.
2. What is Process Mapping?
A process map is a visual tool that plots out the sequence of steps and decisions, and interactions that take place to complete a task or workflow. This includes a focus on how the work is done, identifying any inefficiencies, and developing standardized procedures.
A process map shows a sequence of steps, decisions, and interactions needed to complete a task or workflow. This includes how the work will be done, identifying areas of inefficiency, and creating a standard operating procedure.
The process map dictates what must happen for the task to be complete - each step is mapped out. This includes who is responsible and how one step will flow into the next one.
There are two typical visual depictions of a process map. One is in the form of a flowchart. This is usually used for simple to moderately complex processes that have a straight workflow. The other type is a Swimlane diagram, which adds organisational roles or depth to the flow.
Here is an example of what each looks like:
Process maps are used to highlight a standard operating procedure when there is a recurring procedure. It also maps out the entire process (all inputs and outputs), giving a bigger picture view and ensuring consistency throughout the workflow.
This can help with aligning the work with standards and regulations. It helps with task handoffs and can be used to identify process improvement and optimisation.
3. What is Value Stream Mapping?
A value stream map is a visual mapping tool found in Lean methodology with the purpose to analyse, design and improve the flow of materials and information required to bring a product or service to the client. This tool aims to reduce waste, improve flow, and maximise value throughout the entire process.
The value stream map incorporates the full end-to-end process looking specifically at value added time, non-value added time, flow (including bottlenecks and lowered lead time) and waste (transportation, inventory, motion, waiting, overproduction, over processing, defects, skills under utilised).
Here is a general example of what a value stream map could look like:
The benefits of using a value stream map is that it gives you the full image of the product or service delivery process, it highlights areas that can be improved upon, it helps in aligning stakeholder’s goals and expectations, and it will streamline communication pathways to increase efficacy.
4. Key Differences Between the Two
You have a basic understanding of the two different tools, now you can compare them side by side to see which one would benefit your process.
| Criteria | Process Mapping | Value Stream Mapping |
| Focus | Steps/tasks (individual elements) | Flow of value (end-to-end process) |
| Scope | Often narrow as the focus is more specific | Broader to see the complete workflow |
| Metrics | Rarely included in this tool | Lead time, takt time, labour, cycle time, error rate are all metrics that are included |
| Waste | Not typically highlighted | Central to analysis, looked at in detail |
| Time View | Not visualized with this tool | Time-based flow line is created |
| Visual Detail | High | Medium |
5. When to Use Process Mapping
This valuable tool is used in various scenarios to improve workflows, clarify roles, and ensure consistency.
It is particularly useful for mapping task sequences, allowing organisations to visualise the flow of activities and identify inefficiencies or bottlenecks. This helps improve clarity and efficiency in processes, which assists with gathering information for an internal audit.
Additionally, process mapping plays a crucial role in defining role clarity and developing Standard Operating Procedures (SOPs), ensuring that responsibilities are well-defined and tasks are standardised.
It is also an excellent tool for training and onboarding, as it provides new employees with a clear, visual guide to understanding processes and procedures.
Furthermore, process mapping is essential for compliance products and services, particularly in industries that require adherence to standards such as ISO certifications or regulatory guidelines, as it helps ensure that processes meet necessary requirements and identifies potential compliance gaps.
In all cases, process mapping enhances efficiency, consistency, and quality across an organisation.
6. When to Use Value Stream Mapping
VSM is a crucial tool in business improvement projects, enabling organisations to visualise and optimise their processes by identifying inefficiencies and waste. VSM helps map out the flow of materials and information, highlighting areas where resources are wasted or where bottlenecks occur. It is particularly valuable for streamlining operations by focusing on reducing waste, improving speed, quality, and flow, and enhancing overall productivity.
For example, in a Lean initiative, VSM helps design a more efficient future state by eliminating excess inventory or reducing wait times, therefore, this would be a helpful time to use VSM.
In Six Sigma, VSM helps to identify areas of high variability or defects, supporting efforts to improve process consistency and quality.
VSM is also useful in Kaizen events, which are focused workshops aimed at making quick, targeted improvements. Before a Kaizen workshop, VSM helps teams visualise the current process to identify the key issues to address. During the event, teams can use VSM to design a future state that eliminates bottlenecks and waste in real-time. This makes VSM an effective tool for driving continuous improvement and ensuring that improvements are aligned with the organisation’s goals.
By providing a visual map, VSM fosters collaboration and helps teams work together to enhance efficiency, reduce delays, and create smoother workflows.
7. Can They Work Together?
VSM and process mapping can be used together to gain a comprehensive view of a process and identify areas for improvement. These tools can be used in a layered approach to ensure an analysis using both micro and macro perspectives.
A layered approach starts with a value stream map, gaining a full end-to-end view of the process. This will identify areas for improvement, bottlenecks, and unnecessary waste. Then, a process map can be used to focus on one of these steps or tasks to gain a more detailed view of what is happening and who is involved.
This offers a two-tiered approach for an organisation to make strategic and tactical improvements.
For example, Sam has found that there is a slow approval process for a product, which is causing delays, when he completed a value stream map. However, he does not yet understand what the problem is or why it is occurring. He simply knows that it is there. Now he can use a process map to delve deeper and discover whether the delay is caused by excessive handoffs, unclear decision-making steps, or redundant approvals. This deeper analysis helps Sam implement targeted improvements, like streamlining approval steps or removing unnecessary handoffs, to address the bottleneck effectively.
8. How to Choose the Right Tool for Your Business
Choosing the right tool for your organisation will enable you to gather information that is useful for your specific product or service.
When you are deciding which tool to use, you can ask yourself the following questions:
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Are you mapping a full customer journey or just a task?
- Full Customer Journey: Use Value Stream Mapping (VSM)
- Just a Task: Use Process Mapping
- Full Customer Journey: Use Value Stream Mapping (VSM)
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Do you need time and waste data?
- Yes, you need time and waste data: Use Value Stream Mapping (VSM
- No, just understanding the process steps is enough: Use Process Mapping
- Yes, you need time and waste data: Use Value Stream Mapping (VSM
-
Are you optimising for speed or standardisation?
- Optimising for Speed (Flow): Use Value Stream Mapping (VSM)
- Optimizing for Standardisation: Use Process Mapping
- Optimising for Speed (Flow): Use Value Stream Mapping (VSM)
9. Conclusion + Next Steps
Both VSM and process mapping are visual tools that offer the opportunity to analyse an organisation’s process to determine what is currently happening and develop improvements. Understanding when to use each tool is important, you could also decide to use both tools in a layered approach.
Explore more about VSM in our article, “Value Stream Mapping: The Lean Tool That Drives Real Business Change”. There are also process mapping tools and templates for you to explore while you grow your skills in creating these visual tools.
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