Map for

1 switch TK

STORE KIT 1
C,T,Seq,Int/ExtD,HP,No Pcb Q/T:(H) C/T: (H) C/O: (H) Shift: 7 0.20 0.08 1

TEST
0.6Hx15 switch = 9.0 hour 1 Operator => 15#/9 hour for C,T,Seq, High Power

LAB

10
Min No PCB Ext D

Ini. Build/QC

Strap/Solith 1 0.33
0 0.25 0.08 1 0 0.50 0.08 1

QC Sol. 1 0.33
3.5 0.25 0.08 1 C,T,Seq,Int/ExtD,HP,No Pcb Q/T:(H) 1 C/T: (H) 0.25 C/O: (H) Shift: Int D Conn. 0.00 1

MIP 1
C,T,Seq,ExtD,HP,No Pcb Q/T:(H) 14 C/T: (H) 0.25 C/O: (H) Shift: 0.00 1

Close Test 0.50

C,T,Seq,Int/ExtD,NoPcb High Power 1 1 0.25 24.00 0.25 0.00 1 0.00 1

Install RF, Test 1

C,T,Seq,Int/ExtD,HP,No Pcb 0 0.50

Hardware Q/T: C/T: C/O: Shift:

No Pcb 3.5 18.50 2.50 0 1 18.50 3.5 0.75 0 1 TK

TTI-DC 0.33
22

0.33
7 0.5 0 2

C,T,Seq,Int/ExtD,HP PCB No 0 0.10 0.50 0.10 0.08 1

C,T,Seq,Int/ExtD,HP PCB No 3.5 20.15 0.60 1.00

Wiring Sol. 1
C,T,Int/ExtD,HP Seq 0 0.25 0.08 1 Q/T:(H) C/T: (H) C/O: (H) Shift:

0.08 1

Sold Test Harn 0.50

C,T,Seq,Int D,HP,No Pcb Q/T:(H) C/T: (H) 0 0.50 0.08 1

0.08 1

Sold Conn 0.20

Ext D

TK

HOUSING / ROTOR PROBLEM Q/T: 2 Week

QCWire 0.33
C,T,Seq,Int/ExtD,HP,No Pcb 1 0.25 0.00 1

Sold D Conn. 1
Int D Q/T:(H) C/T: (H) C/O: (H) Shift: 18.50 3.5 2.25 0.08 1

C/O: (H)

TKUpdate
C,T,Seq,Int/ExtD,HP,No Pcb

PCB NOT AVAILABLE Q/T: 1 Week

2.25Hx15 switch = 33.75 hour 1 Operator => 15#/ 33.75 hour for Int D

Shift:

ICD NOT AVAILABLE Q/T: 2 Days

Ext D=>1 Ope => 15#/ (2.5Hx15) No PCB=>1 Ope => 15#/(0.75Hx15)

Q/T:(H) C/T: (H) C/O: (H) Shift:

3.5 0.20 0 1

WITH ECN or DOC. PROBLEM

4 days addition

WITH Part Delivery PROBLEM

2 week addition

Stream(1) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.5 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0 TKUpdate 7 22.50 0 TTI-DC

Stream(1) => 100% OK

0.17 38.00 46.75 0.50 85.42 T/T Q/T C/T C/O L/T

Stream(2) => 100% OK + ECN

Days 8.7 15 7.00
15.4 0.17 66.00 46.75 0.50 113.42 T/T Q/T C/T C/O L/T

Stream(3) => Rotor/Hsg./PCB problem

Days 12.7 7.00
19.4 0.17 108.00 46.75 0.50 155.42 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 18.7 7.00

25.4

Stream(4) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.25 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0.00 TKUpdate 7 22.50 0.00 TTI-DC

Stream(4) => 100% OK

0.17 38.00 46.50 0.50 85.17 T/T Q/T C/T C/O L/T

Stream(5) => 100% OK + ECN

Days 8.6 15 7.00
14.9 0.17 66.00 46.50 0.50 113.17 T/T Q/T C/T C/O L/T

Stream(6) => Rotor/Hsg./PCB problem

Days 12.6 7.00
18.8 0.17 108.00 46.50 0.50 155.17 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 18.6 7.00

24.9

Stream(7) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 3.5 20.75 0.08 Sold D Conn. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0.00 TKUpdate 7 22.50 0.00 TTI-DC

Stream(7) => 100% OK

0.17 41.50 67.50 0.58 109.75 T/T Q/T C/T C/O L/T

Stream(8) => 100% OK + ECN

Days 13.8 15 7.00
21.5 0.17 69.50 67.50 0.58 137.75 T/T Q/T C/T C/O L/T

Stream(9) => Rotor/Hsg./PCB problem

Days 17.8 7.00
25.5 0.17 111.50 67.50 0.58 179.75 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 23.8 7.00

31.5

Stream(10) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 21.00 0.00 Sold Conn 3.5 0.2 0.00 TKUpdate 7 22.5 0.00 TTI-DC

Stream(10) => 100% OK

0.17 41.50 67.75 0.50 109.92 T/T Q/T C/T C/O L/T

Stream(11) => 100% OK + ECN

Days 14.3 15 7.00
20.9 0.17 41.50 67.75 0.50 109.92 T/T Q/T C/T C/O L/T

Stream(12) => Rotor/Hsg./PCB problem

Days 18.3 7.00
24.9 0.17 111.50 67.75 0.50 179.92 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 24.3 7.00

30.9

Stream(13) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 24.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 21 0.00 Sold Conn 3.5 0.2 0.00 TKUpdate 7 22.5 0.00 TTI-DC

Stream(13) => 100% OK

0.17 41.50 91.75 0.50 133.92 T/T Q/T C/T C/O L/T

Stream(14) => 100% OK + ECN

Days 9.7 15 7.00
16.4 0.17 41.50 91.75 0.50 133.92 T/T Q/T C/T C/O L/T

Stream(15) => Rotor/Hsg./PCB problem

Days 13.7 7.00
20.4 0.17 111.50 91.75 0.50 203.92 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 19.7 7.00

26.4

Stream(16) => 100% OK

0.17 7 0.20 0.08 STORE KIT I E D E P T LEGEND: 0 0.35 0.08 Ini. Build/QC 3.5 1.25 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0.00 TKUpdate 7 22.50 0.00 TTI-DC Brain Storm Production Kanban (batch) Signal Kanban Supplier or Customer OVEN Truck Hand Truck Go See

Stream(16) => 100% OK

0.17 37.00 26.25 0.42 63.83 Announce in Group Inventory Kanban Post Sequenced Pull Ball T/T Q/T C/T C/O L/T

Stream(17) => 100% OK + ECN

Days 9.4 15 7.00
15.09 0.17 37.00 26.25 0.42 63.83 T/T Q/T C/T C/O L/T

Stream18) => Rotor/Hsg./PCB problem

Days 13.4 7.00
19.09 0.17 107.00 26.25 0.42 133.83 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 19.4 7.00

25.09

Available work time per shift customer demand qty. per shift T/T= Travel time C/O= Change over time Q/T= Queue time P/T= Process time C/Tm = Cycle time (Machine) C/T= C/Tm + C/Tt C/Tt= Cycle time (Touch) L/T= Lead time L/T = P/T + T/T P/T = Q/T+(C/Tm+C/Tt)+C/O PFD = Personal Fatigue & Delay Time

Takt Time =

Employee Store ( W.I.P or Finished goods ) Push ( finished goods) Electronic Information Flow

FIFO

Telephone Information First in first out ( sequence flow ) Withdrawal Kanban Manual Information Flow

0X 0

Visual Aid Techniques Push (to next process) Pull (e.g. from Store) Load Leveling

Considerations : Lot => 15 switch, 15 TK 5 day/week Others => Rework is not considered 50 wk/year If M/C time < 7 H => P/T / (# shift x 7 H) 237 WkDay/Year If M/C time > 7 H => [(P/T - C/Tm) / (# shift x 7 H)]+(C/Tm/24 H) shift => = 7.5 H-2x10 Min -10 Min 7 hour/day # product/day Takt min/product Takt Hr/Product Current 15% O/T Extra Future

Title Value Stream Map ( Future )

Done by Value Mgr Date Map Rev Sheet 1 0f 1

Updated on 4/29/2012

Example- Future

Created by Nishit Shah

Guideline on VSM:
1. Agree on scope and objectives. Know the details that this VSM for some product family, Top level / Middle level / Must have Value stream manager for each map and make him responsible for implementation too. He should be from Product group, where the VSM will be done. You must record in Action plan Action/Statement/Recommendation during Must follow 80/20 get a vision from management or Value stream leader, if there is 2. Communicate or rules through out. one. It would be nice if it tied in to the companys Strategic plan, if it is something more than a sales wish list. 3. Define spend most & operator effective time/day for all VSM. current state (as Is) 4. Don't assumption of your time and money documenting the configuration? Just learn enough to find out what works and doesn't. Use it to find and prioritize opportunities. Don't go into future state (to untilversion(s). 5. Focus on the infinite detail, be) unless required to. Get to the activity level, but not every Data element and work content (this will prompt some questions and Comments record them). Generate action item list as per example, make sure you follow the date. 6. Do a top-down decomposition/organization of the processes first, otherwise every group may come up with its own format, breakdown and version. There may be gaps; contradictions and it may be functionally oriented. Make it process and outcome-oriented, rather than functionally oriented. Make the Team understand the process breakdown and reorient them to addressing. What you definitely do not want is to have departments each go off and do their Try using cross-functional teams and experienced Facilitators to help avoid that. 7. VSM's should emphasize on Time element(Cycle time, Queue time, Set up or change over time, shift), Metrics, Defects/waste, exceptions, Responsible or resources, responsibilities (handoffs and unclear Resp. highlighted) Applicable rules/policies. Each process and sub-process should have a name and objectives, along with applicable metrics (if applicable). The future state might include targeted improvements in metrics.

8. People assigned to do VSM are often uncomfortable with inconsistencies, contradictions and gaps detected. Sometimes they fudge them and will even make up stuff to complete them and make them look logical and consistent, even if they are not really so. This is amusing, but dangerous. Make it clear that gaps, inconsistencies and contradictions should be documented as such, in the current state charts, and solved in the Make sure that top management is on board with the scope, objectives and approach 9. future state versions. and that it communicates its expectations clearly to the project team, line management and affected employees. 10. Finally The VSM will be just a paper Kaizen, if people do nothing with it. How to bring it to life: Make it clear that this is a change management effort for the organization's future, not a historical chronicle. Make it crystal clear that the mission is dramatic process improvement, maybe even reinvention of the company. Focus on the best improvement opportunities and achieve some short-term wins to build momentum and excitement. Encourage the team to commit to making dramatic improvements. Even if they fall short, it will probably be better than if they hadn't tried so hard. People who just make negative jokes about it and become non-value-added assets should be elbowed aside, or worse. Monitor progress, measure the results, follow-up to remedy lead and get things done. 11. Seed the teams with "spark plug" types VSM Leader who problems and shortfalls. Support these teams and help them overcome obstacles, including (especially!) those in human form. 12. Provide some formal training on VSM, if required. This is just too important and new to let people just "wing it." 13. Keep it Simple, S_____.

Risk on VSM:
1. Because some facilitator go into Way too much detail, organize the maps poorly or use ineffective Approaches/techniques. Sometimes it appears that they are trying to "milk" the project budget, but often it is done because expectations have been improperly set or they don't want to leave themselves open to accusations That anything was "left out." Sometimes they spend man-months to develop Incredibly intricate and beautiful colour Visio charts suitable for display in The Museum of Modern Art. My advice: Do it on brown paper on the walls. Put later versions on fancy computer software, otherwise, you'll end up blowing a Lot of your budget on charts and endless

2. Management might not have a plan to effectively create and act upon the VSM effort. Consultants can't do this in a vacuum, since it requires company Knowledge, participation, support, leadership and implementation effort. While consultants can help with much of this, most of it must be present Internally for ultimate success. Use consultants for knowledge transfer, Coaching and extra resources. 3. There may be insufficient competency and resources to do the job. 4. Scope, objectives, vision, approach and project management may be lacking.

Define:

Qty of Batch or Volume of Production/min or day

Start of Process
Enter here process name

If it is multi discipline or multiple way you can show like this

Process 1 1 Process name 1 Dept

Product Type Q/T:(H) C/T: (H) C/O: (H) Shift: 0 0.00 0.00 1

If below process not required

Q/T:(H) 0 0.00 0.00 1 Process 2 Q/T:(H) C/T: (H) C/O: (H) 0 0.00 0.00 1 Process 3 0 0.00 0.00 1 C/T: (H) C/O: (H)

Process 4 1.00
0 0.00 0.00 1

Enter here # of operator & dept

type Q/T:(H) C/T: (H)

Enter here Queue time, cycle time(labour) and (machine), Set up time (in hours or min) & shift - you can link this in below value stream maps

C/O: (H) Shift:

Optional Process

Shift:

Signed

Document sign off

MAP

1) Copy and paste above process box again and again 2) Take the help of legends explained below

Shift:

3) Use symbol exactly as below mentioned 4) Use guide line & generate action item list

Q/T:(H) C/T: (H) C/O: (H) Shift:

0 0.00 0.00 1

Enter here End customer

End Customer

Stream(1) =>
T/T Q/T C/T

Stream(1) => Days

0.00 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before 0.0 5 0% 0.0

Enter Target & before details

Stream(2) =>

Stream(2) => Days

0.00 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before 0.0 5 0% 0.0

Stream(3) =>
T/T Q/T C/T

Stream(3) => Days

0.00 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before 0.0 5 0% 0.0

Stream(4) =>
T/T Q/T C/T

Stream(4) => Days

0.00 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before 0.0 5 0% 0.0

Stream(5) =>
T/T Q/T C/T

Stream(5) => Days

0.00 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before 0.0 5 0% 0.0 Company Address

I E D E P T

LEGEND:

Available work time per shift customer demand qty. per shift Takt Time = T/T Travel time C/O Change over time Q/T Queue time P/T Process time C/T Cycle time C/Tt Cycle time (Touch) L/T Lead time C/Te Cycle time (Oven, Equipment) L/T = P/T + T/T P/T = Q/T + C/T + C/O PFD = Personal Fatigue & Delay Time

Employee Store ( W.I.P or Finished goods ) Push ( finished goods) Electronic Information Flow

FIFO

Telephoic Information First in first out ( sequence flow ) Withdrawal Kanban Manual Information Flow

0X 0X

Visual Aid Techniques Push (to next process) Pull (e.g. from Store) Load Leveling

Brain Storm Production in batch Signal Kanban Supplier or Customer

OVEN Truck Hand Truck Go See

Announcement in Group Inventory Kanban Post Sequenced Pull Ball

Considerations : 22 Work day / month 1 shift => 7 hour (after PFD) = 7.5 Hour - 2 x 10 Min - 10 Min

Company Logo

Title (Future)
Define effective Work hour/day x working day & calculate Takt time. Record all your assumption
Done by Value Mgr Date Map No Rev 0 Sheet 1 of 1

Updated on 4/29/2012

VSMchartname(current or future)

If any question Call up Nishit 519-622-2300 x 2589

six steps approach for identifying and creating manufacturing

Step 1 - Determine Product Volume and Mix These categories represent marketing's definition of product groupings and correspond roughly to divisions in the company's product catalog. Within each product category, representative parts were identified. For example, the shelving product category includes shelving units that vary by depth, width, height, number of shelves, back panel configuration, and end panel configuration. A single shelf unit - 18 inches deep, 36 inches wide, and 7 feet high with six shelves and no back or side panel - was selected to represent all shelf units. Then, the complete bill of materials was exploded for each product, and process data was gathered for each part. Step 2 - VSM Generated & Time study for Process Times of Representative Parts Process flow mapping with all options (80/20 rules) Process times (run time and setup time) for each part are identified.

Step 3 - Identify Product / Part Families The purpose of Step 3 is to group the product categories identified in Step 1 so that a manufacturing cell can be created for each part or product family. After extensive analysis, the company decided that product-focused (rather than part-family-focused) cells were appropriate. The deciding factor was process technology. With the soft-tooled technologies, there were no clear differences in the types of equipment required to produce different parts or products. However, almost all of the hard-tooled applications were product-oriented. For example, separate roll forming equipment and tooling had been established for the uprights associated with each type of pallet rack and shelving. The decision to retain certain hardtooled processes in the cells drove the product focus. In other applications, it may not be most appropriate to create product focused cells. Other bases for grouping parts or products into families include factors such as material type and thickness; common routings; and part size, configuration, and geometry. Example at this stage, the company also decided to create a punching cell that would deliver punched parts in the flat to each of the product specific cells. Although two product cells contained dedicated CNC turret punches, none of the other cells had enough volume to fully load a turret punch. Because this punching technology represented a significant investment for the company, it sacrificed a little on the ideal of producing a product from start to finish within the cell in favor of some practical economic considerations. Step 4 - Identify Alternative Process Technologies

The left column lists the hard-tooled process technologies it employed in the past. The right column lists the new, more flexible process technologies integrated into the cellular operations. Note that hard-tooled technologies were retained in several instances. Over time, the company had engineered some creative and effective tooling approaches. With these approaches, certain high-volume products (standard shelf sizes, for example) could be produced effectively on a hard-tooled line retained in the cell. To truly integrate these operations into a cellular manufacturing environment, later setup reduction efforts (encompassing both hard- and soft-tooled processes) were added to the overall implementation plan. Step 5 - Develop Conceptual Manufacturing Cells This cell is typical of most other cells created by the company. Parts enter the cell either directly from raw materials or from the punching cell. They are punched, formed, and welded within the cell. They exit the cell for paint and then return to the same cell for final assembly. To determine the equipment requirements in each cell, overall process time was calculated from projected volumes and expected lot sizes. This step required considerable application of engineering experience to determine setup and run times for operations transferred from the hard-tooled to the computer numerically controlled (CNC) equipment. The conceptual cells roughly approximate the physical size of the cell and equipment items in it to facilitate the plant layout process in Step 6. The intent of creating a conceptual cell layout is to test the feasibility of the cell concept and to take a quick cut at the space and configuration requirements of the cell.

Step 6 - Create Layout for Manufacturing Cells and Plant A layout is created in two steps. First, a macro layout planning process optimizes the location of each cell with respect to the other functional activity areas in the plant. This is done by carefully considering all material flow and other nonflow relationships between the different areas.

VSM Title
VALUE STREAM MINUTES OF MEETING and ACTION ITEMS There are
Objective : OVERALL VS Mgr:

open action items

To increase capacity by 50% while reducing Lead Time and Manufacturing cost by 50 % Value Stream : May 2003 onward CO-ORDINATOR:

Members => Code: A- Action; D - Decision; R - Recommendation; S - Statement CUM Current Code Description Item # Date 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Resp Primary

Start Date

End Date

Date Closed

Reference Action

Status

Remarks / Comments

Printed on 4/29/2012