A time value map is a graphical representation of the value-added and non-value-added time in a process. It focuses on what adds value to the business process as perceived by the customer. The aim is to make the process more efficient while maximizing the value delivered to the customer.

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Time Value Map
Analyzing and Monitoring Processes through Time Value Mapping

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Definition
A time value map is a graphical representation
of the value-added and non-value-added time
in a process.
It demonstrates the proportion of time that is
spent on a given process.
Time Value Map 2

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Uses
Used to monitor how a specific process operates and how much time is
wasted in the process starting from the beginning of the process until
product or service delivery.
Time Value Map 3

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Benefits
The ultimate goal is to eliminate or reduce waste, or any activity in the
process that does not add value.
Time Value Map 4
It allows the identification
of waste related to time,
especially waiting and
unnecessary delays.
By tracking where time is spent, processes and tasks that do not contribute to the overall
quality of the product can be eliminated, and the process for that product can be streamlined.

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Benefits
The analysis focuses on what adds value to a business process as perceived
by the customer.
Time Value Map 5
The aim is to make the process
more efficient while maximizing
the value delivered to the
customer.

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Lean Thinking
This tool is one of the many Lean tools that will help to identify and analyze
waste and non-value-added activities.
Time Value Map 6
Value matrices
Waste walks Waste logs Opportunity process maps
Time value maps
VA/NVA metrics

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Value Stream Mapping
Constructed using the process and queue times.
Time Value Map 7
Value Stream Timeline
Total VA
Total NVA
Such information can be obtained from the timeline of the value stream map or after
conducting a process chart exercise.

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Value Analysis
Each process step within a process can be classified into one of three
categories . . .
Time Value Map 8
Non-value-added activities
Value-added activities
Essential non-value-added activities
NVA
ENVA
VA

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Value-Added Activities
Increase the worth of a product or services from the customer’s
perspective.
Time Value Map 9
NVA
Step 3
ENVA
Step 2
VA
Step 1
Examples – Machining a part and serving a customer

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Essential Non-Value-Added Activities
Add no value and the customer is not willing to pay for them, however, they
are necessary for the business due to the current process settings.
Time Value Map 10
NVA
Step 3
ENVA
Step 2
VA
Step 1
Examples – Purchasing materials and inspecting parts

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Non-Value-Added Activities
Add no value to the product or service, and not required for business
operational reasons. They must be eliminated immediately.
Time Value Map 11
NVA
Step 3
ENVA
Step 2
VA
Step 1
Examples – Searching for a tool and reworking an application

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Value Analysis
You need to examine how long it takes to complete each activity within a
process.
Time Value Map 12
NVA
3 mins
ENVA
22 mins
VA
14 mins
VA
10 mins
ENVA
4.5 mins
3.4
hours
2.2
hours
1.3
hours
2.6
hours
Cycle time
This involves recording the processing (or touch) time as well as the queue (or waiting) time,
idle time, inspection time, etc.

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Structure
All activities are plotted as bars proportional to their time values along a
horizontal timeline.
Time Value Map 13
Time Increases
0
minutes
70
minutes

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Structure
Activities that add value to the customer are plotted above the timeline
whereas activities that do not add value to the customer are plotted below
the timeline.
Time Value Map 14
Not adding value
to the customer
Adding value to
the customer
Time Increases
0
minutes
70
minutes

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Structure
You may use the traffic light colors to convey the map more clearly.
Time Value Map 15
Not adding value
to the customer
Adding value to
the customer
Time Increases
0
minutes
70
minutes

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Structure
Delays, waiting and idle time could be represented as blank spaces or gaps
between the bars.
Time Value Map 16
Not adding value
to the customer
Adding value to
the customer
Time Increases
0
minutes
70
minutes

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Structure
Can be represented in this format where all bars are parallel to each other.
Time Value Map 17
Non-Value-Added Time
(avoidable and unavoidable)
Value-Added Time
70
minutes
0
minutes

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Timeline
The scale of the timeline can either be intervals of the cycle time (in
seconds, minutes, hours, etc.) or the actual time of a day.
Time Value Map 18
7:00 AM 7:30 8:00 8:30 9:00 9:30 10:00
0 minutes 10 minutes 20 minutes 30 minutes 40 minutes 50 minutes 60 minutes 70 minutes

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Steps for Creating a Time Value Map
Time Value Map 19
Make sure everyone is clear on what process to analyze

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Steps for Creating a Time Value Map
Time Value Map 20
• Specify the start and end times, total cycle time, cycle time intervals, and the
queue times between activities.
Draw the process timeline at the center of a whiteboard or flipchart

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Steps for Creating a Time Value Map
Time Value Map 21
• Draw bars to represent the non-value-added activities time below the timeline.
• Place queue times between activities in the order that they occur.
Draw bars to represent the value-added activities time above the timeline

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Steps for Creating a Time Value Map
Time Value Map 22
• Implement projects and systems to cut down the non-value-added activities and
reduce wait times.
Value stream maps and spaghetti diagrams are good starting points
Calculate the total value-added time, total non-value-added time, and value stream ratio

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Example - Patients Flow in a Clinic
In the following example, we will analyze and document the time taken to
perform each activity within the patient flow process at a clinic.
Time Value Map 23
Step
#
Time
Minutes
VA/NVA Process description
1 0.5 ENVA X Enter clinic & approach patient window
2 1.0 ENVA X Inform reception of arrival
3 1.5 NVA X Wait for the patient file to be loaded
4 3.0 ENVA X Register patient into the system
5 6.0 NVA X Wait in the waiting room
6 3.0 VA X Measure and record patient vitals
7 1.0 NVA X Wait in the doctor's office
8 9.0 VA X Get examined by the doctor
9 2.5 ENVA X Book for the next visit
10 0.5 ENVA X Exit the clinic

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Example - Patients Flow in a Clinic
The process begins when the patient arrives at the clinic and ends upon
their departure.
Value-added time Essential non-value-added time Non-value-added time
Enter
clinic
Exit the
clinic
0 mins 30 mins
Time Value Map 24

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Example - Patients Flow in a Clinic
Here, waiting is represented as a blank space.
Time Value Map 25
Value-added time Essential non-value-added time
Enter
clinic
Exit the
clinic
0 mins 30 mins

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Example - Patients Flow in a Clinic
Another format where all bars are parallel.
Time Value Map 26
28
minutes
0
minutes
Later, and when you better understand the process, some activities should become obvious
candidates for elimination or modification.

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Further Information
• You can calculate the total value-added
time, total non-value-added time, and
value stream ratio.
• Value Stream Ratio (or Process Cycle
Efficiency) is a Lean metric that
measures the proportion of value-
added time spent in a process
Time Value Map 27
Value Stream Ratio (%) =
Total Value Add Time
Total Time

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