Value Stream Mapping Analyzing the Current State
“How To ”-The Path to Lean Enterprise
?Employee Involvement ?5S + 1 ?Structured Problem Solving
?Project Management
Establish Foundations:
Project Management and Execution
Supply Chain Execution
Demand Management
-Lean Supplier Development -“Pull”Systems
-Smooth Demand -“Pull”Systems
Operations Strategic Planning
Executive Education
Organi-zational Education
Planning and Preparation
-Product Family
-“Gaps”-Goals
Value Chain Mapping
Target Design
Current State
Future State
A c t i o n P l a n
-Baseline Metrics -Volume / Mix (ABC)-Material / Process Flow
-Work Content Analysis
-Information Flow -Inventory Flow
Update Operations Strategy
Business Strategic Planning
-Customer Priorities -Supplier Priorities -Track and Assess Demand Patterns
Expand Education Internally
Expand Education Externally
Lean Manufacturing
Project Management and Execution
Daily Level-Loaded Scheduling, Kanban
“pull”
“Lean”Business Process Design
--Line Balancing / Design -TPM
-Set-Up Reduction -Error Proofing -Kaizen
Six Sigma Value Stream Mapping
Target Design
Current State
Future State
A c t i o n P l a n
-Baseline Metrics -Volume / Mix (ABC)-Material / Process Flow
-Work Content Analysis
-Information Flow -Inventory Flow
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Value Stream Mapping
From “Learning to See”by Mike Rother & John Shook
https://www.doczj.com/doc/ba16464728.html, Understand the process…see the value…envision the future state
Also: “Value Stream Management”
by Tapping, Fabrizio, and Team https://www.doczj.com/doc/ba16464728.html, Note:Also: “The Complete Lean Enterprise”by Beau Keyte and Drew Locher https://www.doczj.com/doc/ba16464728.html,
Original Intro the Storyboard Admin and Office
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Value Stream Mapping -Agenda
1)What is Value Stream Mapping?2)What are the Benefits?3)What are the Steps?
4)
Mapping the Current State
What are the needs of your Customers??Determining Product Families –Product / Process Matrix ?Determining Line Rate / Takt Time / Target Staffing
Walking the flow -Adding the upstream processes ?Waste Identification ?Data Collection requirements & techniques Adding the inventory points Collecting Supplier Information Displaying the Information Flow
Drawing the “Critical Path”timeline (incl. total lead-time,throughput time, and work content time)
5) Current State Mapping Examples
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Value Stream Mapping
What is Value Stream Mapping?
Value Stream Mapping is a high level “big picture”look at the flow of material and information from raw material
through manufacturing to the customer.
Value Stream Mapping
(Flow Kaizen)
VSM
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Value Stream Vision
z
Strategic Business Plan
Customer to supplier (whole value chain)
For developing new, or improving old and existing products Includes all information flows and delays
Includes all material flows and delays
z
Value Stream Mapping Process
Value stream your product families
Current state(Baseline, Identify Opportunities) Future state (Lean plan)
Prioritize improvement plans to get there
Measures to assess your journey
Value Stream Mapping Visualize the entire material & information flow of a product family (Current State)
See the sources of waste in both your material and information flows
Identify improvement opportunities
Create a Future State vision that addresses your performance
“gaps”and meets or exceeds the expectations of your Customers and Market Place
Focus Priorities -Prioritize the opportunities into a “door-to-door”implementation plan (Future State) ….the expected results being dramatic improvements in cost, quality, & throughput in both manufacturing and business processes
Ties together the Lean Enterprise concepts and techniques to focus on doing the “right things”for the right reasons Measure -Match the improvement plan against your Strategic objectives
What are the benefits ?
Value Stream Mapping
What are
the steps?Select VSM Manager Select Product Family Current State Map Future State Map
Prioritized
Implementation
Plan
Value Stream Mapping What are
the steps?Select VSM Manager Select Product Family Current State Map Future State Map
Prioritized
Implementation
Plan
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Determine Product Families
z
First, select the product line based on Strategic Implications….Growth, Market share, profitability etc z
Group by Similarities of:
Similar Product / components Engineering content
Products that pass through similar processing steps
Similar Work Content (ABC stratification) Similar Market Expectations
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Product/Process Matrix Defining Product Families
PRODUCT
OPER 10
OPER 20
OPER 30
OPER 40
OPER 50
OPER 60
VOLUME 018500X X
X X X 1,286019260X X
X X X 1,157019495X X
X X X 239020820X X X X X 7,356020821X X X
X X
X 587021446X X X 4,852021447X X X X X 698021448X X
X X X X 4,975021450
X X X X X 8,147
TOTAL NO
9
55
9
8
9
9
TOT VOL
28,6977,185
21,622
28,697
23,845
28,697
28,697Process Steps and Equipment
Value Stream Mapping
What are the steps?
Select VSM Manager
Select Product Family
Current State Map
Future State Map Prioritized Implementation
Plan
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Value Stream Mapping
Who should be responsible for the value stream map?
Value Stream Mapping
What are
the steps?
Select VSM Manager
Select Product Family
Current State Map
Future State Map Prioritized Implementation
Plan
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Value Stream Mapping Current State Map
At minimum , Main or Key processes Identify similar processing needs Identify process bottlenecks Determine work capacity needs Analyze needs (Takt time)
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Value Stream Mapping
Mapping the Current State -Tips*
Use the set of icons referenced on page 19
Always collect current state info by walking the actual pathways of material and information flow * Do a quick walk through first to get a sense of the door-to-door flow * Begin nearest the customer, the shipping end, and work backwards or upstream through the process *
*From book “Learning To See”page 14
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Value Stream Mapping
Mapping the Current State -Tips*
Use a stopwatch to gather info, don’t rely on standard times Each person should map the entire value stream themselves Draw by pencil, it is easier to change
In the case of teams, overlap the process….i.e.. machining teams should begin with the point of use on the assembly line Use a 11 X 17 sheet of paper, start in the upper right corner with the customer
*From book “Learning To See”page 14
Mapping Icons
Material Flow Icons
ASSEMBLY
Internal Processes Weekly
Truck Shipment
C/T = 45 sec C/O = 30 mins 3 Shifts 2% Scrap
Data Box max 20 pieces
FIFO
First-In-First-Out Sequence Flow
Supermarket
Withdrawal
General Icons
Buffer or Safety Stock
Information Flow Icons
Manual
Information Flow
Production Kanban Kanban Arriving in Batches
Weekly Schedule
Information OXOX
Load-Leveling
Signal Kanban
Kanban Post
Sequenced-Pull
Ball “Go-See”Scheduling
Outside Sources XYZ Corporation
Operator
Material Flow to/from Outside Sources
WIP Waste
Computer WIP
Operation
Push Arrow
Electronic Information Flow Withdrawal Kanban Heijunka Box
A B C
1 Pc Flow
Uptime
Improvement Burst
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Value Stream Mapping Mapping the Current State
Begin with the Customer:
What are the customer requirements -Daily Line Rate?
What is the Takt time or pace of production required to support
your customers
Who are your main customers?
What are the requirements of the top 5 customers?
What is the required frequency of shipments and quantities?
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Value Stream Mapping
Analyzing Customer Demand
Understand customer demand --determine Line Rate Pace work to meet demand --calculate Takt Time Balance operations to match the pace Adapt to “pull”systems
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Line Rate: What is it?
The line rate is the target rate of production (capacity) that best satisfies your customers.
Keep future in mind
Preferred number of days / shifts Plan for cyclical changes
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Line Rate Determination
Product Family =
Demand
Line Rate
Working Days in Period
In the case of the “XYZ”family of product assemblies, customer has forecasted 5,160 assembles per month.
Product Family =Demand =
5,160
=
258XYZ family
assemblies per day
Line Rate
Days 20
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Two Line Rates?
1st 2nd 3rd 4th 0
50100150200250300350
Qtr
Qtr
Qtr
Qtr
D a i l y D e m a n d R a t e
Rate 1: 290Rate 2: 200
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Exercise
What is the Line rate for Emerson Control Panels?
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Takt Time
Takt time determines the rate at which work must be accomplished at each operation (Operational Cycle Time) based on the line rate.
Takt is the rhythm or beat of the flow line.
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Takt Time
Takt Time =
(60 X Hours/Day) -Breaks & Lunch & Other
Line Rate
Takt Time
=
Working Minutes / Day
Line Rate
Strive to have each operation make a good part every 3 minutes and 20 seconds.
=
258 XYZ Assy/Day Example :
Takt Time
=
(60 x 17.0) -((15+15+30+20)x2)=
860 minutes 258 XYZ Assy/Day Takt Time
=
860 minutes x 60 sec/min
200 secs./unit
XYZ Assy Line
258 XYZ Assy/Day
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Two Line Rate System
Takt Time
=
860 minutes x 60 sec/min =178 secs./unit
XYZ Assy Line
290 XYZ Assy/Day
Strive to have each operation make a good part every 3 minutes.2nd/3rd Qtr:258 secs./unit
Strive to have each operation make a good part every 4 minutes and 18 seconds.
=Takt Time
=
860 minutes x 60 sec/min XYZ Assy Line
200 XYZ Assy/Day
1st/4th Qtr:
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Exercise
What is the Takt time for EACH operation of the Control Panel Factory?
Final Assembly
Stamp and Power Assembly Label the Amplifiers Fuse Block Assembly
( +1 service every 2 minutes)Plating Cleaning Cut Label Hole Punch
________________________________________________________________________________________________________________
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What If?
What if this operation was routinely down 15% of the time? Any adjustment to its Takt Time?
What if 10% of the parts were lost at this operation or subsequent operations? Any adjustment?
What if the operation was performing poorly on quality and we slowed it down 12%? Any adjustment?
For this example, one shift (420 minutes) and Line Rate is 42 units per day: TAKT time for the LINE is ___________.We are looking at a specific OPERATION in the line:
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Target Staffing
Total Work Content / Takt time (realistic 85% factor )
Assume Work Content is 23 minutes
Try to design a line that can be staffed “efficiently”by either 6 or 9 people and shifting work content
1. Average Method: (23 min x 60 sec. / 200 seconds) x 1.15 =
7.95 people = 8 (Line rate 258 day)2. Peak Line Rate: (23 min x 60 sec. / 178 seconds) x 1.15 =
8.91 people = 9(Line rate 290 day)3. Low season: What is the required manning for the low season given working minutes of 860 day, a Line rate of 200 day?
OS A S UMMARY
1211
10
987
65
4321
C UT F LANG E
HO LE P UNC H
F O R M
HE AT TR E AT
C LE AN
VALVE BO DY AS S Y
WE LD
S TAMP
C /M AS S Y
F INAL AS S Y
INS P
PAC K
S E T-UP TIME
LO T S IZE
TAKT LINE RATE:_______ TAKT : ________
Wh a t ca n b e e lim in a te d ? Wha t c a n b e co m b in e d ? Wh a t ca n b e s im p lifie d ?
WORK CONTENT
(S EC. P C)
Summary Data
Mapping the Current State
Shipping
Customers
Product Line -XYZ Motors Line rate –258 day
Takt Time –200 seconds
DEF 1200 mo.DFG 900 mo.ADT 800 mo.XYZ 600 mo.CBC 500 mo.
2 X Wk.
Begin with the Customer Mapping the Current State
Shipping
Test Assembly
Customer
Product Line XYZ Line rate 258 day Takt Time 200 sec .
Hsg.Mach
Shaft Mach
Add the upstream processes
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Value Stream Mapping
What do we need to know about the upstream processes?
?Key Process data -Data collection box ?Understanding “Work”-Requires data collection -Understand SEQUENCE of work -Understand cycles -Capture waiting time
Closer Look at a Data Box
-Avg. Machine Cycle Time
-Mix Range (ABC, Q analysis called for)-Operator Work Content -Production “batch size”-Product variety -Set-Up time
-Avg.Uptime
-Downtime Stats
-Mean time to repair
-First Pass Yield
-Working Time per day
Note: The Data Box is customized to the specific operations and contains only the data that is pertinent
No. of Shifts
No. of Operators
-I/D the process Other data as required
-No of machines -Daily req. if shared -Where does the process get info on what to run -Average output / shift -Quantity per final unit Count WIP(work-in-process) between operations
C/O = 5 min.SUBASSY/TEST
C/T Mach = 7.5 min.2 shifts 2, 2, 0
Range = 5-10
“4 up”test 300 sku
C/T Oper. = 30 sec.FPY = 93%
Uptime = 86%MTBF = 0.5 days MTTR = 30 min.420 min./ shift avail
Analyzing the Processes in your Value Stream
-Identifying & ACT ing on Waste -Data Collection Techniques
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Identifying and ACTing on Identifying and ACTing on Waste
You must ACT to eliminate Waste……..
A bility to see Waste C ourage to call it Waste T enacity to eliminate it
Source: Lockheed Martin
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VALUE ADDED
ANY ACTIVITY THAT IS ABSOLUTELY
ESSENTIAL FOR MEETING
CUSTOMER REQUIREMENTS
Value Stream
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VALUE ADDED
ANY ACTIVITY THAT IS ABSOLUTELY
ESSENTIAL FOR MEETING
CUSTOMER REQUIREMENTS
OR
ANY ACTIVITY THAT THE CUSTOMER IS
WILLING TO PAY FOR
Categorizing Activities in your Value Stream