01 Value Stream Mapping 34 Pgs

8/8/2019 01 Value Stream Mapping 34 Pgs

1/34

The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseValue Stream MappingValue Stream Mapping

Lean Foundations

Continuous Improvement Training

Lean Foundations

Continuous Improvement Training


2/34

The purpose of this module is to present the

foundational principles of Waste Identification and

elimination.

Learn the History and Purpose of

Value Stream Mapping.

LearningLearningObjectivesObjectives LearningLearningObjectivesObjectives


3/34

Short HistoryShort HistoryShort HistoryShort History

Origins in Toyota, circa1955 The way of doing business

Also called Material and Information Flow Mapping

Used by Toyota Motors to show both current and ideal states

as part of the lean implementation process

Discussed inLean Thinking

Further developed and

documented by the Lean

Enterprise Institute of

Brookline, Mass.Learning to See

1996 1998


4/34

What is the Value Stream?What is the Value Stream?What is the Value Stream?What is the Value Stream?

Total Value Stream

SUPPLIERS YOUR PLANT OR BUSINESS CUSTOMER TO END USER

All the actions, both value added and non-value added, currently

required to bring a product from raw materials to the customer.

All the actions, both value added and non-value added, currently

required to bring a product from raw materials to the customer.


5/34

The Value Stream PerspectiveThe Value Stream PerspectiveThe Value Stream PerspectiveThe Value Stream Perspective

A value stream is all the actions (both value added and non-value

added) currently required to bring a product (or transaction) though themain flows essential for every product/ service: from raw material/

(customer need), through all the required steps, then back to the

arms of the customer.

Taking a value stream perspective means working on thebig picture, not just individual processes, and improving

the whole, not just optimizing the parts.

TOTAL VALUE STREAM

SUPPLY

PARTNERS YOUR PLANT OF COMPANY CUSTOMER TO END USER


6/34

Value Stream MappingValue Stream MappingValue Stream MappingValue Stream Mapping

Lets look at an EXAMPLE


7/34

7

WIP 870

QTIME

72H

MELT903M

INSPCHEM

HoldFurnace

Cast903

INSP

PROFILE

WIP 696

QTIME

P/T 6N

LOT 75K

P/T 8H

WIP 8 COILS

120K

P/T 3 HR

15K

WIP

STORE STAGEBREAKDOWN

911

REC STAGE

LEAD 2231.1

VA 210.17%

SCRAP

WIP746K

QTIME

8 1OK

LOT 1 COIL

TIME .1

WIP 15K

WIP108K

8HR

Q/T

8

DOWNTIME 15%

DOWNTIME 15.5%

8 6 8 3

Value Stream Map Value Stream Map OperationalOperationalexampleexampleValue Stream Map Value Stream Map OperationalOperationalexampleexample

1. Map major process steps

2. I.D. Value (green/ yellow) / Non-value (red)

3. Capture all times, quantities

4. Prioritize areas to improve

X SHIPPED PER DAY

850K

1.870 WIP BEING WORKED

4.276 WIP BEING STORED


8/34

Customer

MACHINING

C/T=1568 m

C/O=50 min.

2 SHIFTS

OPER. 48

Daily

FIFO

Prodn Cont.

Supplier OrdersOrders

IRREGULAR

ASSEMBLY

C/T=936 m

C/O=0 min.

1 SHIFT

OPER. 24

TEST

C/T=60 m

C/O=30 min.

1 SHIFTS

OPER. 5

FINISH

C/T=210 m

C/O=0 min.

1 SHIFTS

OPER. 6

DISPATCH

C/T=30 m

C/O=0 min.

1 SHIFTS

OPER. 2

FIFOFIFO

OXOX

1 DAY

2 DAYS 2 DAYS

900 MINS 900 MINS 240 MINS 150 MINS 120 MINS

1568 MINS 936 MINS 60 MINS 210 MINS 30 MINS

4 WEEKS

OUT

12 WEEK FORECAST

< 1/2 DAY


9/34

Why do Value Stream mapping?Why do Value Stream mapping?Why do Value Stream mapping?Why do Value Stream mapping?

To understand the current situation - Thebig picture point of view (To use as a tool to

improve the whole vs. optimizing the parts)

Exposes sources of waste - not just the waste

Shows linkage between information flow and

material flow

Forms the blueprint to identify areas ofimprovement


10/34

What does Value Stream Map do for us?What does Value Stream Map do for us?What does Value Stream Map do for us?What does Value Stream Map do for us?

It helps visualize more than just the single-process level, i.e.assembly, welding, etc., in production. You can see the whole

flow.

It helps to see more than waste. Mapping helps to see the sources

of waste in your value stream.

It provides a common language for talking about manufacturing

(and transactional) processes.

It makes decisions about the flow apparent, so you can discuss

them. Otherwise, many details and decisions in your area just

happen by default.

By adding data, it ties together lean concepts and six sigma

techniques, which helps you avoid pet projects.


11/34

Value Stream Mapping is an Essential ToolValue Stream Mapping is an Essential ToolValue Stream Mapping is an Essential ToolValue Stream Mapping is an Essential Tool

It forms the basis of an implementation plan. By

helping you design how the whole door-to-door flow

should operate - a missing piece in so many lean

efforts - value stream maps become a blueprint for

improvement. Imagine trying to build a house without

a blueprint!

It shows the linkage between the information flowand the material flow. No other tool does this.


12/34

Value Stream Mapping is an Essential ToolValue Stream Mapping is an Essential ToolValue Stream Mapping is an Essential ToolValue Stream Mapping is an Essential Tool

It enhances the quantitative tools and layout

diagrams that produce a tally of non-value added

steps, lead time, distance traveled, the amount of

inventory, and so on.

Value stream mapping is a qualitative tool by which

you describe in detail how your facility should

operate in order to create flow. Numbers are good

for creating a sense of urgency or as before/ aftermeasures. Value stream mapping is good for

describing what you are actually going to do to

affect those numbers.


13/34


Lets look at an EXAMPLE of Process Mapping

A good start, but no data, no symbols, no color

coding etc


14/34

Books: Learning to See, Lean Thinking14

Process MapProcess Map w/ Analysisw/ Analysis - exampleexample

SteelRecd

PartsStocked

Componentsmachined

Plate Steelburned

StructuralSteel Sawed

Steelstocked

Weld Shop Paint Shop

Elect/Mech PartsRecd

Blasting BoothSand Bast

Mech parts toMech Assembly

Staging

Partsstocked

Inspection

MechAssembly

Elect parts toElect Assembly

Staging

ElectAssembly

InspectionRun TestCratingShippingWarehouseShip to

Customer

Steel Fabrication Process (Current State)

Can you identify areas for improvement?


15/34


SteelRecd

Componentsmachined

Plate Steelburned

StructuralSteel Sawed

Weld Shop Paint Shop

Elect/Mech PartsRecd

Blasting BoothSand Bast

All parts toAssemblyStaging

Inspection

Mech/ElectAssembly

Inspection &Run Test

Ship toCustomer

Steel Fabrication Process (Future State)

Shipping &Crating

Process Map w/ AnalysisProcess Map w/ Analysis- exampleexample


16/34

Impact of Immediate OpportunitiesImpact of Immediate OpportunitiesImpact of Immediate OpportunitiesImpact of Immediate Opportunities

The Process Map good place to

start process analysis activities:

Safety issues resolved first !

Visible results in areas Kaizened

Low hanging fruit addressed Product flows more smoothly

through that part of the stream

Many pockets of success

But

Process Maps have

limited impact on the

total VALUE STREAM


17/34

Process Map (functional)Process Map (functional)

Product Family orMain Process/ Information Flow

(door to door)

Product Family orMain Process/ Information Flow

(door to door)

Many products/ information flows shareMany products/ information flows share

the same major stepsthe same major steps

Many products/ information flows shareMany products/ information flows share

the same major stepsthe same major steps

Value Stream

Operational Level (SIPOC)Operational Level (SIPOC)


18/34

Material and Information FlowsMaterial and Information FlowsMaterial and Information FlowsMaterial and Information Flows

In Process Analysis, the information flow

(paper) is treated with just as much

importance as the material flow.

Focus on one product family

or major line

or

Administrative Procedure.


19/34

Routing Standardization via simplified XY MatrixRouting Standardization via simplified XY Matrix

Can we identify Part/ Product Families ?Can we identify Part/ Product Families ?

Routing Standardization via simplified XY MatrixRouting Standardization via simplified XY Matrix

Can we identify Part/ Product Families ?Can we identify Part/ Product Families ?

1 2 3 4 5 6 7 8 9

A X X X X X

BX X X X X X

C X X X X X X

D X X X X X

E X X X X X

F X X X X X

G X X X X X

As sem bly S teps & Eq u ipm ent

P

RODUCTS

A ProductFamily


20/34

Production Systembased on Customer pull rate

Just-in-Time

(JIT)

MakingProducts at

the Right Time

Based on

When Theyre

Sold

Autonomation

(Jidoka)

Stop at Every

Abnormality

Leveled Production

People

Equipment

Information

Engineering

Raw Material

Wip / Sub Assys

Finished Product

Document flow of information and material !

What will be seen?What will be seen?What will be seen?What will be seen?


21/34

Value Stream Mapping (VSM)Value Stream Mapping (VSM)

builds on Process Mappingbuilds on Process Mapping

Value Stream Mapping (VSM)Value Stream Mapping (VSM)

builds on Process Mappingbuilds on Process Mapping

Quality

Speed

Safety


22/34


Lets look at an EXAMPLE with data, color codes

etc


23/34

Supplier

Prep Mach

Assy

Insp

ShipStage Insp Store

C/T 15 min

Batch 12

Req 450 pcs

Q/T 480

WIP150

Dist 285

8 per day

Q/T 60 min

50 pcs

C/T 1 min

Req 450

C/T 8 min

Batch 6

Dist 30

8 per day

Q/T 60 min

50 pcsC/T 5 min

Req 450

Oper 5

C/T 5 min

Req 450

Oper 2.5

Dist 400

8 per day

Dist 50

20 per day

Q/T 480

WIP150C/T 85 min

10 Orders

Store

Customer

StageStore

Rec 9000

1 deliver

eachmonth

(Current State)

Move Move

Move Move

Value Stream Map -Value Stream Map - exampleexampleValue Stream Map -Value Stream Map - exampleexample


24/34

Prep

C/T 15 min

Batch 12Req 450 pcs

Mach

C/T 1 min

Req 450

Assy

C/T 5 min

Req 450

Oper 5

Ship

C/T 75 min

10 Orders

Ka

nba

n

Ka

nba

n

15 pc

10 ReplinStore orders

3 Day ahead

of shipping

Supplier

Ka

nba

n

Customer

Supplier

Delivers Daily

Maintains 475

in Kanban

35 Pcs

25 Replin

(Future State)

Value Stream Map -Value Stream Map - exampleexampleValue Stream Map -Value Stream Map - exampleexample


25/34

Value Stream MappingValue Stream Mapping

Best PracticesBest Practices Always map in pencil - rough out 1st, clean later. Start at the customer and work backwards. Dont be too detailed at first, list major process steps.

Walk the actual material and information flows yourself. Start with a quick walk, to get a feel for the

flow and sequence then, go back and talk

to the right people for each step.

(Dont forget second and third shifts)

Dont map the organization. Map

the flows through the organization.




26/34


Best PracticesBest Practices Color Code the operations. (Red, Yellow, Green) Add cycle time, wait time, travel time, quantities, yields,

inventory, and number of machines/ operators required.

Always collect current-state information while waking along theactual pathways of material and information flows.

Map current and future state. (With Timelines and Target Dates) Involve the Management team totally.






27/34

Value Stream Mapping: ApplicationValue Stream Mapping: ApplicationValue Stream Mapping: ApplicationValue Stream Mapping: Application

Deliverables:

Map your current process

On completed Value Stream Map, include:

Color Code (all Value added operations vs. Non-value added operations)

Document process and cycle times, distancesand units (as best as possible)

Develop a Future State Map (if time permits)

Provide a prioritized list of potential opportunitiesfor improvement i.e. 7 wastes tagged bySafety, Quality or Speed of Execution (SQScategories)


28/34


Value Stream SymbolsValue Stream Symbols

and Definitionsand Definitions

Addendum

Value Stream SymbolsValue Stream Symbols

and Definitionsand Definitions

Addendum


29/34


Manufacturing Process

Process Data Box

I

Truck Shipment

Inventory

Material Icons Represents Notes

Outside Sources

One box equals an area of continuous

flow. All processes should be labeled.

Box also used to identify departments

such as production control.

Used to show customers, suppliers

and outside manufacturing processes.

WELDING

ABC

COMPANY

C/T=120 sec.

C/O=22 min.

3 SHIFTS

3% SCRAP

W/T=20 hrs Used to record information concerning

a manufacturing process, department,

etc.

Count and time should be noted.225 pieces

1.5 days

Tuesday

+ Thurs Note the frequency of shipments.


30/34


Material Icons Represents Notes

FIFO

Air Shipment

Movement of prodn

material by PUSH

Movement of finished

goods to the customer

Supermarket

Physical pull

Transfer of controlled

quantities of material

between processes in a

first in first out seq.

Create rail or other icons as needed.

Identifies material movements that are

pushed by producer, not pulled by the

customer ( the following process ).Also shows movement of raw material

and components from suppliers if

they are not pushed.

Pull of materials from a supermarket.

Indicates a device to limit quantity

and ensure FIFO flow of material

between processes.


31/34


Information Icons Represents Notes

Manual flow of

information

Electronic flow of

information

For example: production schedule

shipping schedule

For example: EDI, Fax, etc.

OXOX Load leveling

Sequence-Pull Ball

Tool to level the volume and mixof Kanban over a specific period

of time.

Gives permission to produce a

predetermined type and quantity.

Weekly

ScheduleInformation Describes an information flow.


32/34


Information Icons Represents Notes

20 Production Kanban

Withdrawal Kanban

Signal Kanban

Kanban post

Tells a process how many of what

can be produced and gives permission

to do so.

Production instruction that orders

production from a batch process,

eg: stamping.

Place where Kanban are collected

and held for conveyance .

Tells a process how many of whatcan be withdrawn and gives permission

to do so.


33/34


Lathe

Changeover

General Icons Represents Notes

Kaizen lightning burst

Buffer or safety stock

Highlights critical improvement needs

at specific processes. Can be used to

plan Kaizen events.

Buffer or Safety Stock must be

noted.


34/34

The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean Enterprise


Lean FoundationsContinuous Improvement TrainingLean FoundationsContinuous Improvement Training

Date post:	10-Apr-2018
Category:	Documents
Upload:	lisahun
View:	215 times
Download:	0 times

01 Value Stream Mapping 34 Pgs

Documents