Professional Documents
Culture Documents
THROUGH VALUE
STREAMS
Your overview for
1. Introduction to Lean
2. The Current State Map
Exercise 1: Your Current State
1. The Lean Value Stream
2. The Future State Map
Exercise 2: Your Future State
1. Implementing the Future State
2. Conclusion
Value Stream Mapping Workshop
Objectives:
1. Teach the language of Lean.
2. Introduce Value Stream Mapping in a practical, hands-on
manner.
3. Understand what really makes a Value Stream ‘Lean’.
4. Develop your ability to design future state Value Streams.
5. Develop a successful implementation plan that gets it
done!
Introduction to Lean
Current State
The Lean Value Stream
Future State
Implementing the Future State
Conclusion
Introduction to Lean
Getting Started
What is Lean?
Where did it come from?
What is Value?
Who defines Value?
Types of Activities
Incidental
Work
Pure
Waste
Value
The Flow of Value -
Value Stream Mapping
“A new pair of Lean glasses”
Value Stream Mapping
Raw Finished
Material Product Customer
Value Stream:
Learning to See, Mike Rother & John Shook, Lean Enterprise Institute, 1998
Sample Current State Map
Forecast
Productio Forecast
Supplier Weekly n Control Customer
Order Weekly
Order
Weekly
Schedule
Daily Weekly
Implementation
Plan
Future State
Map
Current State
Map
Product
Family
Definition
Identify Product Families
. . . based on similar “downstream” or dedicated processing steps
Process Steps & Equipment
Injection Mold
Configure
Assembly
Assembly
Assembly
Electrical
Welding
& Test
Stamp
Mech.
Final
Sensor Activated Arm X X X X X X X
Radon Detector X X X
Single Plant
This Class
(door to door)
Current State
Current State Map
Product
Family Current Future State Implementation
Definitio State Map Map Plan
n
Injection Molding
Mechanical Assembly
Electrical Assembly
Final Assembly
Configure & Test.
100 ft steel coils are supplied by Stanley Steel Co. Deliveries are made to EMC once per
week.
500 lb. containers of plastic are supplied by Aspen Plastics, and are delivered twice per
month.
EMC Supply Co.
Current State Data Set
I I I
760 530 420
Sensor Laser Manual
EMC Current State Map
Walking the Value Stream
I’m dedicated to making
brackets, for those Arm
Assemblies and can make
one about every 60 seconds. Welding Workstation
I I I
260 200 170
Sensor Laser Manual
EMC Current State Map
Walking the Value Stream
That’s the steel coil that we
turn into brackets at
Stamping– got 7 days on hand
right now. Comes to us from Receiving Dock
Stanley Steel Company, and we
get deliveries from them once
a week.
Learning to See Mike Rother John Shook Lean Enterprise Institute 1998
How fast should we produce?
Point Efficiency
vs.
System
Efficiency
Takt Time
Customer Customer
supermarket
Learning to See Mike Rother John Shook Lean Enterprise Institute 1998
Continuous Flow Processing
A B C
A B C
Learning to See Mike Rother John Shook Lean Enterprise Institute 1998
How do we connect separate processes?
Customer
How do I How do I How do I
know what know what know what
to work on to work on to work on
next? next? next?
FIFO – First In First Out
FIFO is a form of flow
FIFO is similar to ping pong balls going through a pipe. They
always come out in the same order, and the pipe is only so big.
Once you fill it, that’s it.
Process A Process B
FIFO
Supermarket Pull System
Customer goes to supermarket and gets what they need when they
need it
Supplier produces to replenish what was withdrawn
production withdrawal
kanban kanban
Supplying A Customer
Process B Process
new C withdrawn
product D product
supermarket
Learning to See Mike Rother John Shook Lean Enterprise Institute 1998
Try to Schedule Only One Point
customer
1 2 3 4
supermarket
customer
pull
1 2 FIFO 3 FIFO 4
Learning to See Mike Rother John Shook Lean Enterprise Institute 1998
Establishing an interval
Weekly
Product
Demand
Interval = ?
Establishing an interval
Interval = ?
What if there are problems?
How much work do we schedule & take away at the single point of scheduling?
This amount is our management time frame – how quickly we identify & can
react to problems.
How are we doing in terms of meeting Customer demand.
1 week
1 day
1 shift
1 hour
1 takt
Learning to See Mike Rother John Shook Lean Enterprise Institute 1998
Load Leveling Box
1st Shift 7:00 a.m 7:30 a.m 8:00 a.m. 8:30 p.m. 9:00 p.m.
2nd Shift 3:00 p.m. 3:30 p.m. 4:00 p.m. 4:30 p.m. 5:00 p.m.
B
...
C
Learning to See Mike Rother John Shook Lean Enterprise Institute 1998
Section 3 Quiz – True or False
Future State
Future State Icons
pitch manual
information flow electronic
Delivery of FG to information flow
General kaizen
customer uptime lightning
burst
Learning to See Mike Rother John Shook Lean Enterprise Institute 1998
Section 4 Quiz – True or False
Implementing the
Future State
A Plan To Get There
Product
Family Current Future State Implementation
Definitio State Map Map Plan
n
Supplier Customer
Reduce value stream Improve welder uptime UP > 90% Larry Complete
inventory and customer
lead times
Reduce welder C/O < 1 min Mary On time
changeover
5S TPM
Market Process
Feedback Certification
Value Stream Manager’s Tools
Pareto Affinity
Analysis Diagrams
Problem
Solving
Fishbone PDCA
Diagram
Section 5 Quiz – True or False
Conclusion
Using the Value Stream Mapping Tool
Implementation
Plan
Future State
Map
Current State
Map
Product
Family
Definition
Implementation
Process
Improvement
Based on the book, Creating Mixed Model Value Streams by Kevin J. Duggan and published by Productivity Press,
this session will overview practical lean methods for building to demand. We will cover how to develop a mixed
model ‘pacemaker’ that can handle a high mix of products, each with different cycle times, variable demand, and
other real life challenges.
We will discuss concepts of true product families, machine loading, EPEI (Every Part Every Interval), pitch, Heijunka
(load leveling) scheduling, standard work, and managing demand changes. These advanced concepts will allow the
participant to understand how lean can be applied in real-life complex environments.
Learning Objectives
•Defining true product families for Value Stream Flow
•Creating continuous flow in a mixed-model environment
•Methods for machine loading
•How to determine equipment based EPEI at the pacemaker
•Methods for balancing for flow
•Developing pitch and scheduling the pacemaker
•Leveling the schedule with Mix Logic Charts
•Managing to customer demand changes
For more information about this class, please call Duggan &
Associates Inc.
at (401) 826-2007, or visit our website at www.dugganinc.com.
www.dugganinc.com.
Online Training in
Mixed Model Value Streams
This course is available online. It follows the
same standard work as the instructor
used today. To take this course online,
go to
www.leantrainingonline.com
or
www.dugganinc.com
Creating Flow Through
Shared Resources
This advanced session will cover how to create flow through processes that are shared with other value streams. The
concepts of branch takt times, multiple FIFO lanes, intervals (EPEI) for shared resources, and other advanced concepts will
be reviewed.
Processes such as heat treat, inspection, paint, and other monument equipment usually restrict value stream flow which
result in priority lists and expediting. This session will cover concepts such as upstream scheduling, multiple FIFO lanes,
Guaranteed Turnaround Times (GTT), flight schedules and other techniques to create flow through shared resources.
Learning Objectives
•Pacemaker placement in regards to shared resources
•Methods for determining intervals (EPEI) for shared resources For more information about this class, please call
•The concepts of branch takt time and average weighted cycle times Duggan & Associates Inc.
•The use of FIFO lane systems to flow through shared resources at (401) 826-2007, or visit our website at
•The use of flight schedules to handle batch processes www.dugganinc.com.
www.dugganinc.com.
•Scheduling and sequencing upstream resources
•Managing the flow through shared resources with visual systems such as EPEI wheels
Lean Supply Chain
The Practical Lean Supply Chain will provide participants with a clear understanding of the fundamental principles behind
creating a lean supply chain. This includes identifying the supply chain as Vertically Integrated (V.I.) or Final Assembly and Test
(F.A.T.) models. For each model, different methods for supplier connections will be covered. These methods include pull
systems, milk runs, bread runs, sequenced FIFO, and others. The type of part and the type of connection will also be covered.
Once connections are established, supplier integration into your value streams will be discussed. This includes understanding
supplier delivery capability, scheduling intervals, finished goods strategies, information flows, and supplier improvement
techniques.
The summary of applying supplier connections and supplier integration techniques into vertically integrated or final assembly
and test models will also be covered to provide a deep understanding of which model is best for your operation.
Learning Objectives For more information about this class, please call Duggan &
•Introduce the practical techniques to create a lean supply chain Associates Inc.
•Illustrate different supply chain models and how lean applies to them
at (401) 826-2007, or visit our website at www.dugganinc.com.
www.dugganinc.com.
•Understand various methods for supplier connections and what parts should use which connection
•Understand the differences between supplier connection and supplier integration
•Introduce methods for supplier integration
Lean Supply Chain
The Practical Lean Supply Chain will provide participants with a clear understanding of the fundamental principles behind
creating a lean supply chain. This includes identifying the supply chain as Vertically Integrated (V.I.) or Final Assembly and Test
(F.A.T.) models. For each model, different methods for supplier connections will be covered. These methods include pull
systems, milk runs, bread runs, sequenced FIFO, and others. The type of part and the type of connection will also be covered.
Once connections are established, supplier integration into your value streams will be discussed. This includes understanding
supplier delivery capability, scheduling intervals, finished goods strategies, information flows, and supplier improvement
techniques.
The summary of applying supplier connections and supplier integration techniques into vertically integrated or final assembly
and test models will also be covered to provide a deep understanding of which model is best for your operation.
Learning Objectives For more information about this class, please call Duggan &
•Introduce the practical techniques to create a lean supply chain Associates Inc.
•Illustrate different supply chain models and how lean applies to them
• at (401) 826-2007, or visit our website at www.dugganinc.com.
Understand various methods for supplier connections and what parts should use which connection www.dugganinc.com.