# Value Stream Analysis in Military Logistics:
## 4 Case Study
### Future State Map  
The design of the ideal process consists of defining and listing the activities that could improve the material order and information processing flow, according to the critical points and potential upgrades identified in the VSM analysis. All these activities are covered in the improve phase of DMAIC. The degree of improvement is measured by the indicators, i.e., lead-time of the process. Hence, to meet the requirement of minimizing the lead-time, we carried out different actions to increase the value of the process. This was achieved by involving people and key partners, optimizing the current activities, and eliminating and/or minimize waiting times and inventories between tasks to create flow [34].  
With the new list of process activities, the future state map out of value stream design (VSD) is schematized in Figure 4, where the improvement obtained in the total lead-time of the complete process is worthy of note.  
The comparison between the indicators measured before VSM and after VSD is shown in Table 1 and Figure 5. The number of activities was reduced up to 56% from 48 to 27, by minimizing NVA activities (from 21 to 5) and SVA activities (from 6 to 3). Therefore, the value-added of the process was increased. Considering the number of activities, VA tasks suppose 70% of the whole process after VSD. The ratio between added value and non-added value operations is for the ideal situation, 48.86%. This shows the optimization in terms of value in the whole process. The lead-time of the process was also minimized from 49.73 days to 0.75 days. In brief, the presented results indicate that the  
Figure 3: Value stream mapping (VSM) for material order processing procedure: simplified current state map.  
order processing procedure could be noticeably improved theoretically, by implementing the proposed actions. As a result, the ABC unit would be able to complete an order in less than one day in the ideal process situation.  
Both kaizen value-stream improvement focused on material and information flow and process-level kaizen consisting of elimination of waste at the shop floor level were targeted. The summarized outcomes of the future state map are the following: (i) optimize material transport routes and procedures between warehouse and expedition area, (ii) eliminate redundant material checking and identification tasks, (iii) establish new standardized procedure for daily routine between the supply  
\begin{table}
\begin{tabular}{c c c} \hline \hline
**Indicator** & **Before VSM** & **After VSD** \\ \hline Total activities & 48 & 27 \\ VA activities (\%) & 21 (44\%) & 19 (70\%) \\ NVA activities (\%) & 21 (44\%) & 5 (19\%) \\ SVA activities (\%) & 6 (12\%) & 3 (11\%) \\ VA (hours) & 6.17 & 1.96 \\ NVA (hours) & 391.68 & 4.01 \\ VA/INVA + SVAI (\%) & 1.57\% & 48.86\% \\ Lead Time (hours) & 397.84 & 5.97 \\ Lead Time (days) & 49.73 & 0.75 \\ \hline \hline \end{tabular}  
* Notation: VA (value added), NVA (non-value added), SVA (semi- value added).  
\end{table}
Table 1: Process indicators before value stream mapping (VSM) and after value stream design (VSD).  
Figure 4: Value stream design (VSD) for order processing procedure: simplified future state map.  
Figure 5: Results before VSM and after VSD: (**a**) Number of activities comparison; (**b**) Indicators of activities percentage.  
chain control office and the warehouse, (iv) personnel capacity balancing among departments based on tasks redesign and new assignment plan, (v) design of new material pick-up routes in the warehouse based on material location and volumes, (vi) generation of change requests package for routine administrative tasks in IT army logistics information system affecting the material order processing procedure, (vii) improve the information system of the process by elimination of material order printed documentation, (viii) elimination of waiting times between departments affected, (ix) monitoring and control of primary indicators of the process systematically, (x) increase visual management in the whole process.