61 templates
Lean & Flow diagram templates
Value streams, flow metrics, SIPOC, story maps, control charts, Pareto.
Value Stream — Emergency Department
Current-state map of an emergency department running 320 patients a day, computing the 6.7-hour lead time against 93 minutes of clinical work and naming imaging as the capacity constraint.
Value stream mapValue Stream — Automotive Door Line
Body-in-white front door line from steel coil to trim, showing the classic ~1% flow efficiency of a batch-and-queue plant and marking the paint shop as the monument that breaks takt.
Value stream mapValue Stream — Restaurant Kitchen Line
Dinner service from ticket to table at a declared 45-second takt, the rare stream with 60% flow efficiency, showing three of the five stations unable to keep pace with the pass.
Value stream mapValue Stream — Semiconductor Fab Module
Metal-1 module of a 300 mm logic fab: under ten minutes of tool time buried in a 1.5-day module cycle, with CMP over takt at 72% uptime and a 95% rolled throughput yield across five steps.
Value stream mapValue Stream — Speciality Coffee Roastery
Green bean to palletised bag at 4,200 kg a week, where the mandatory 12-hour degassing rest and the green-store inventory swamp three minutes of processing per kilo.
Value stream mapCFD — Software Delivery Team
Ten weeks of a platform team's Kanban board, computing WIP from the commitment point, weekly throughput, Little's Law cycle time and the flow efficiency lost to the review queue.
Flow metrics (CFD)CFD — Manufacturing Cell WIP
Ten production days on an injection-moulding cell, computing a 0.3-day flow time through the cell at 77% efficiency while the raw-stock buffer ahead of it grows every single shift.
Flow metrics (CFD)CFD — Incident Backlog Burn-down
Ten weeks of an SRE team draining a production incident backlog: every band narrows, the delivery rate climbs ~51% between halves, and no queue trips the runaway detector.
Flow metrics (CFD)SIPOC — Inpatient Discharge
Scopes ward discharge from the consultant's decision to the released bed across six steps, naming the three inputs and two outputs that carry no stated requirement and measuring the 7.5-hour decision-to-departure time against its 4-hour target.
SIPOCSIPOC — Injection Moulding Cell
Fixes the boundary of a seven-step moulding cell from resin release to finished-goods booking, checking both scope ends against the process and scoring three tiles — 3.2% scrap against a 1.5% target, 47 s cycle against 42 s, 34-minute changeover against 20.
SIPOCSIPOC — Offshore Turbine Service
Declares its critical inputs with the ctq shorthand rather than a trailing marker, bounding a seven-step offshore service window and computing the 23 technician hours against a 16-hour target and 78% right-first-time against 90%.
SIPOCX̄-R Chart — Bottle Fill Volume
Twenty-two subgroups of four bottles from a rotary filler, with X̄ and R limits from A2/D3/D4 and Cp/Cpk/Pp/Ppk against a 495–505 ml specification; a late head adjustment shows up as rule 1, 5 and 6 signals.
Control chart (SPC)c Chart — Body-in-White Weld Defects
Twenty-four consecutive vehicle bodies inspected for weld defects on a constant area of opportunity, with Poisson limits at c̄ ± 3√c̄ and one body beyond the upper limit after a robot tip-dress was missed.
Control chart (SPC)X̄-R Chart — Paint Film Thickness
Twenty subgroups of five dry-film-thickness readings in microns, catching a starved-bell subgroup with rule 1 and reporting Cp 1.22 against Cpk 0.94 — a process that is precise enough but centred too low.
Control chart (SPC)Pareto — Injection Moulding Defects
A week of cavity-line reject codes typed straight off the check sheet as unquoted labels, computing that 4 of 10 defect modes account for 82.6% of 1,693 rejects and folding the three rarest modes into an explicit Other bar.
Pareto chartPareto — Parcel Network Late Deliveries
Root causes of missed delivery promises across a national parcel network at a 90% cut rather than the usual 80%, computing that 5 of 12 causes still explain 92.7% of 29,486 late parcels with depot missorts alone at 40%.
Pareto chartPareto — Wind Farm Unplanned Downtime
Lost generation hours by failure mode across a 42-turbine wind farm, computing that 4 of 12 modes account for 80.7% of 8,310 downtime hours and that gearbox bearings alone carry 38% of the fleet's outage time.
Pareto chartDSM — Goods-to-Person Retrofit
Fourteen design activities for retrofitting goods-to-person robotics into a live distribution centre, listed by engineering discipline as the vendor's scope document lists them, computing that discipline order forces 10 rework loops where the real sequence needs 3 — a four-way slotting/racking/fleet/charging sizing loop plus the pick-station and labour-model pair.
Design structure matrixDSM — Benefit Claim Service Redesign
Fourteen design artefacts for redesigning a public benefit claim service, computing that 8 of its 32 dependency marks are rework and partitioning them down to 2 by separating the evidence/decision/fraud rules loop from the four-way channel loop of online form, contact centre scripts, assisted digital route and accessibility audit.
Design structure matrixGRAFCET — CNC Automatic Tool Change
The changeover every SMED study starts with, drawn honestly: a simultaneous divergence runs the swing arm and the magazine index at the same time and a convergence of the same width holds the drawbar until both prove, which is exactly the internal time a single-threaded chart hides.
GRAFCET / SFCLadder - Conveyor Jam Watchdog
Six rungs where the photo-eye has been blocked for 8 s against a 6 s TON preset, so the jam latches on rung 4 after the belt coil was already solved true on rung 2 -- the one-scan lag that makes a real controller keep the belt running for one more pass -- with the beacon and horn coils drawn in series off the same latched fault.
Ladder logic (PLC)Spaghetti — Nurse Motion Study, Acute Ward
Night-shift round for two nurses on a 24-metre acute ward: 211 m walked over 24 legs with 13 route crossings, and moving the clean store and the drugs cupboard beside the nurse base takes 44.8 m — 21% of the walking — out of the round.
Spaghetti diagramSpaghetti — Restaurant Kitchen Line
One order cycle on a 9-metre kitchen line, tracking a chef de partie, a commis and a kitchen porter through 23 legs and 70.2 m of walking, with the grill-to-pass leg worked five times and the porter crossing the commis four times.
Spaghetti diagramSpaghetti — Machine Shop Cell Rebuild
Two operators in a straight-line pump assembly cell walk 117 m over 17 legs with 10 route crossings; folding the same machines into a U with the material store presented in the middle cuts that to 40.5 m, a 65% saving, and removes every crossing.
Spaghetti diagramSpaghetti — Pathology Sample Handling
Morning sample run in an 18-metre blood sciences lab: three staff move specimens between reception, the centrifuge, two analysers and cold storage over 23 legs and 126 m, with 16 crossings clustered around the aliquot bench.
Spaghetti diagramLean Canvas — Co-op Mobile Game
Lean canvas for a co-operative puzzle game with D7 retention and ARPDAU as its key metrics, spending more on user acquisition than it earns from ads, and leaving the unfair advantage block explicitly empty.
Business model canvasLean Canvas — Kerbside EV Charging
Lean canvas for lamp-post charging aimed at drivers with no driveway, turning 620,000 kWh a month into an operating margin after wholesale power and the council revenue share, with the load-survey moat still unproven.
Business model canvasStory Map — Food Delivery Evening
The backbone is the customer's evening rather than the org chart: decide, order, wait, deliver, put it right. Written with bullet-led cards, it ships one restaurant in one city first and leaves every complaint path to band two.
User story mapStory Map — Warehouse Picking App
Replacing the paper pick list for a picker walking twelve kilometres a shift, written with epic and step aliases; go-live covers a single aisle end to end but leaves damaged stock and supervisor calls to the warehouse-wide rollout.
User story mapQueueing Network — High-Street Coffee Shop
The 08:00 rush at 210 customers an hour across till, espresso bar, food warming and collection, showing how a near-minute barista queue emerges from an espresso bar that is only 80% loaded.
Queueing networkQueueing Network — Warehouse Picking
Pick-to-despatch flow for 620 orders an hour with a mis-pick rework loop from quality check back to the pick face, identifying pack — not picking — as the station that breaks the 85% target.
Queueing networkQueueing Network — Car Service Centre
A main-dealer workshop taking 4.2 vehicles an hour, with a parts-window loop that sends bays back into the queue and a road-test pair that turns out to be the real constraint rather than the ten workshop bays.
Queueing networkPugh Matrix — Ward Discharge Delay Solutions
A classic unweighted Pugh matrix from a Six Sigma Improve phase: four ideas for cutting ward discharge delays judged +/S/− against today's process. The 09:00 daily board round nets +4 — better on four criteria and worse on none — ahead of preparing medicines to take home the evening before at +2, while criteria-led discharge and a discharge lounge both net −1. Illustrative values.
Decision matrix (weighted / Pugh)Decision Matrix — Machined Housing Supplier Selection
A second-source decision for machined gearbox housings: quality PPM, on-time delivery and piece price measured from trailing data, with must-haves of at most 500 PPM and at least 92% on time. Suppliers C and D each fail one; Supplier B ranks first at 4.33 of 5, 1.48 ahead of the incumbent, and only raising the logistics-risk weight from 10% to 63.8% would reverse it. Illustrative values.
Decision matrix (weighted / Pugh)Value Stream — Hospital Blood Transfusion
Sample-to-transfusion pathway for a 96-unit-a-day hospital blood bank, computing a 10.6-hour lead time against 69 minutes of laboratory and bedside work with the reception backlog worth 6.5 hours at takt.
Value stream mapValue Stream — Vaccine Fill-Finish Suite
Bulk drug substance to released pallet on a sterile suite running twenty lots a week, where an eight-hour aseptic changeover and the fourteen-day sterility hold leave flow efficiency near 2%.
Value stream mapSIPOC — Blood Bank Unit Issue
Scopes red cell issue from an authorised request to a unit collected at the fridge across seven steps, scoring a 96-minute request-to-collection time against a 60-minute target and a 2.9% wastage rate.
SIPOCI-MR Chart — Tablet Press Weight
Twenty-six hourly tablet weight checks from a rotary press, where Cpk 1.23 sits well above Ppk 0.86 because a punch-wear drift over the final shift makes the press unstable rather than incapable.
Control chart (SPC)c Chart — Reflow Solder Defects
Twenty-six inspected panels of a fixed-area PCB assembly counted for solder defects, where a paste printer nozzle blockage produces the excursion past the upper control limit that rules 1 and 5 isolate.
Control chart (SPC)Pareto — Drug Round Interruptions
Observed interruptions to the nurse medication round on a 28-bed surgical ward, computing that 5 of 10 sources cause 86.5% of 1,146 interruptions logged across 84 observed rounds.
Pareto chartFishbone — Day-of-Surgery Cancellations
Ishikawa analysis of elective operations cancelled on the day at a district general hospital, split across patient, bed, staffing, list planning, equipment and preoperative assessment causes.
Fishbone (Ishikawa)SMED Changeover Reduction (Injection Moulding)
Sorts changeover elements into internal and external work, then converts and streamlines them to hit a sub-ten-minute press changeover.
MermaidAndon Escalation (Final Assembly Line)
The fixed-position stop escalation ladder on a 58-second takt assembly line, from cord pull to plant manager.
MermaidA3 Problem Solving (Warehouse Pick Errors)
A full plan-do-check-act A3 that takes warehouse mispicks from one line in 240 to one in a thousand.
MermaidKaizen Event Work Breakdown (PlantUML WBS)
A five-day kaizen event broken down day by day, from charter and baseline through to the 30-60-90 day sustain plan.
PlantUMLKanban Pull System with Supermarket (D2)
Withdrawal and production kanban circulating between assembly, a two-lane supermarket and the press shop, levelled through a heijunka box.
D2Material Flow Between Work Centres (Graphviz)
Trips per day and metres travelled between work centres, with the three legs through the WIP buffer picked out as the relayout target.
Graphviz (DOT)Cycle Time Distribution by Team (Plotly)
Order-to-dispatch cycle time as box plots per fulfilment team, showing that the tail rather than the median breaches the five-day SLA.
PlotlyOEE Loss Waterfall (Plotly)
A week of calendar minutes on a packing line broken down through the six big losses to 6,511 fully productive minutes.
PlotlyThroughput Run Chart (Vega-Lite)
Completed work orders per shift with the median as a reference line, so a run of eight points on one side reads as a real shift.
Vega-LitePackaging Defect Pareto (Vega-Lite)
Defect counts as bars with a cumulative percentage line, where the top three codes account for 79 percent of 380 defects.
Vega-LiteCold Mill Material Yield (Sankey)
Weekly tonnage through pickling, cold rolling, annealing and temper milling, ending at 87 percent prime yield.
Sankey flowPharmacy Dispensing Standard Work (Swimlane)
Ward to porter collection standard work with the two rework loops - clinical query and accuracy check - drawn explicitly.
Swimlane processAssembly Line Relocation (PERT)
Moving assembly line 2 to a new bay in 49 days, where civils and services rather than the conveyor lead time drive the critical path.
PERT / CPM networkOn-Time In-Full Miss (Fishbone)
Why OTIF fell to 88 percent against a 96 percent target, grouped along the plan-source-make-deliver chain rather than the classic six Ms.
Fishbone (Ishikawa)Improvement Portfolio - Effort vs Benefit (Quadrant)
Eight live improvement ideas placed on effort against annualised benefit so the team stops starting and starts finishing.
Quadrant MatrixLittle's Law in a Claims Team (System Dynamics)
Backlog, work in progress and completions as stocks, with a WIP limit gating the start rate so lead time follows from WIP over throughput.
System dynamics (stock & flow)Production Deployments per Day — DORA Deployment Frequency, 2025
Every production deployment a product engineering group shipped in 2025 — 1,580 in all, rising from 331 in Q1 to 401 in Q4 as the pipeline sped up — with lighter Fridays by policy, 2 weekend hotfix days, and an empty fortnight for the year-end change freeze. The kind of evidence a DORA "elite" claim should rest on. Illustrative values.
Calendar HeatmapBullet Graphs — OEE and Its Three Factors, Packaging Line
Overall equipment effectiveness for a packaging line over a week, with its three factors against target: availability 86.0% × performance 91.5% × quality 98.4% = OEE 77.4%, short of the 85% world-class benchmark. Bands are poor / acceptable / good; the factors multiply, so the weakest one — availability — is where the minutes are. Illustrative values.
Bullet / KPIStandard Work Combination Table — hub carrier chaku-chaku cell
Standard work combination table showing manual, automatic and walk time for each work element of a one-operator machining cell against the takt line, the controlled TPS standard-work document posted at the cell.
Vega-LiteLead-time distribution and service level expectation — spares kanban
Lead-time histogram of 60 completed replenishment orders with the 50th, 85th and 95th percentile lines, the figure a flow or kanban team uses to quote a service level expectation instead of an average.
Plot