Office Value Stream Mapping: Mapping Administrative Processes

A large part of an order's lead time is often created before production starts: in quoting, order entry, engineering and production planning. Value stream mapping carries over to these business processes, with adapted metrics.

What is different

In the office, information flows instead of material: orders, emails, drawings, approvals. Inventory means in-trays, queues and open tickets. Cycle time is the processing time per item, and wait time is the time spent in the queue. Changeovers correspond to switching between tasks. Instead of scrap rate, office maps often track percent complete and accurate (%C&A): the share of items the next step can use without rework or questions. Multiplied along the flow, it gives the rolled throughput yield (RTY).

Approach

• Pick an order type (for example a standard order with a customer drawing) and follow it from receipt to release for production.
• At each step, record: processing time, number of open items (inventory), people involved, systems, error rate (questions sent back, rework).
• Wait time per inventory = open items ÷ items per day.
• Information flow: who triggers which step, and how: by system, email or verbal instruction?

In the editor

The Erlach icon set (common in Germany) includes a business process icon with processing time in working days and the system used. Combine it at the top of the map with the production processes below to see the total order lead time. For pure office value streams, use processes with cycle time in minutes and inventories as open items; takt time and timeline are calculated as in production.

Typical findings

• Batch processing: orders are entered once a day or once a week in a stack (batching in the office).
• Questions and loops: missing information creates rework, visible as the error rate or a low %C&A.
• Approval levels: every signature is an inventory with wait time.

Frequently asked questions

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