Professional Documents
Culture Documents
This leads to
This leads to isolated
isolated improvement
improvement efforts
efforts
that
that do
do not
not lead
lead to
to aa total
total system
system improvement
improvement
Elimination Improved
of Waste = Flow
Improved Decreased
Flow = Cost
system.
Management must lead the design
and introduction of lean value streams.
Value Streams – Mapping –February 4, 2003
What is a Value Stream?
It is:
SITE PLAN
Traditional Process
SUPPLIERS Departments CUSTOMERS
11 22 33 44
Materials Molding Trim Assembly Packing
Air Ducts
Value Stream Owner Bottles
Functional
Excellence
Value Stream
Management
Concept to Launch
VALUE STREAM
Raw Finished
Material Product
Order to Cash
VALUE STREAM
VALUE STREAM
Stamping Process Machining Process Assembly Process
ASSEMBLY
Layout
Raw Finished
Material Product
Communication tool
Production tool
Strategy
• Prioritizes Application of DMS Interdependent Elements
Value Streams – Mapping –February 4, 2003
Why Value Stream Map?
Clinic Manager
Frequent
Delivery Billing
develop an improved
Log Time In Draw Blood Take X Ray Review Blood
Stage for Blood Verify Results Verify Results Review X Ray
Pull patients to Retake if Error Retake if Error Log Time Out
Level Schedule Record Value Record Value C/T 2 Minutes
C/T 3 Minutes C/T 2.5 Minutes C/T 2.5 Minutes
Identify
Value Stream Specific process / product family
Clinic Manager
Clinic Clinic
Regional Supply Performance
Supplies
Supply Manager
Requirements
Delivery
Weekly Re Tests
and
X Ray
Film
I I I
Direct from A only if B empty In In In
Admitting Waiting RmA Blood Draw X Ray Doctor Review Billing
Hallway Hallway Hallway
Log Time In
Send to Waiting A
I
Fill Room First
Capacity 4 Patients
Waiting Rm B
I Draw Blood
Record Value
Take X Ray
Record Value
Review Blood
Review X Ray
Record Values
Log Time Out
Design the Future State
Stop if “A” is Full Fill Room Next C/T 12 Minutes C/T 13 Minutes Retest if Needed C/T 18 Minutes
C/T 10 Minutes Capacity 4 Patients FTQ 50% FTQ 50% C/T 5 Minutes VP Performance
People
Overflow to B
Dual Path I Clinic Manager
Random Waiting Retests Clinic
In Clinic
Arrivals X Ray Hallway Blood Draw
Supplies Regional Supply Performance
Supply Manager
Lost Forecast
NO Patients 7+ Hours Clinic
LEGEND: Performance
FIFO ! Take X Ray Draw Blood Low Machine Syringes
Electronic TPCT: 423 Minutes
Physical Flow Record Value Record Value Reliability Unknown due to extreme
Feedback C/T 12 Minutes C/T 13 Minutes variability of data Frequent
FTQ 50% FTQ 50% Delivery Billing
Create an
- - - 2001 - - - - - - 2002 - - -
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Improve X Ray Equipment Reliability Sherry Wilson (Med-Tech)
Improve Blood Draw Process Vlad
and execute it !
Modify Waiting Areas for New Patient Flow Jeremy Monroe (Orderly)
Develop Daily Material Pull with Suppliers Amy Dawes (Regional PCL)
Develop Level Schedule for Patient Arrival Ed Case (Admitting)
Leadership
Tailor the
data box for
your plants
ox
needs.
a B
at The data
D box should
be open
ended to
allow for
additional
attributes.
For Example:
– Don’t spend excess time to
determine if uptime is 82% or 82.8%.
Shipping/Receiving Work-in-process
schedules inventory
Pack sizes at each Overtime per week
process
Demand rates by Process cycle time
process (Takt Time) Number of product
Working hours and variations at each step
breaks
Scrap Batch (lot) sizes
Inventory Points
(location & size) Rework Changeover time
How Operations are Changeover
Downtime
scheduled frequency
Value Streams – Mapping –February 4, 2003
Data Collection
Identify Opportunities for Improvement
?
Value Streams – Mapping –February 4, 2003
VSM Current State
Map the Process Flow
Collect data from the production floor CUSTOMER
2 Shifts Layout
C/O = 4 hours
Takt = 5s Takt = 8s Takt = 12s 1 Shift
5% Downtime 2 Shifts 4 Operators C/T = 11s Overtime = 4hr/d
C/O = 4 hours C/T = 7s WIP = 600 pcs
WIP = 5,000pcs
UPTIME
SCRAP
CHANGEOVER
2 Shifts Layout
C/O = 4 hours
Takt = 5s Takt = 8s Takt = 12s 1 Shift
5% Downtime 2 Shifts 4 Operators C/T = 11s Overtime = 4hr/d
C/O = 4 hours C/T = 7s WIP = 600 pcs
WIP = 5,000pcs
UPTIME
SCRAP
CHANGEOVER
Steel Supplier
Include suppliers of
Volume Info:
20,000 pcs/month
Std. pack = 300
key components.
pcs2 shifts
Takt = 54s
Mon &
Wed
1 time
daily
Steel Supplier
Include suppliers of
Volume Info:
20,000 pcs/month
Std. pack = 300
key components.
pcs2 shifts
Takt = 54s
Mon &
Wed
1 time
daily
Weekly
Order 6 Week
MSS
Steel Supplier Rolling
Forecast
Volume Info:
6 Week 20,000 pcs/month
Rolling Std. pack = 300
Weekly Build Daily Ship
Forecast
Schedule Schedule pcs2 shifts
Takt = 54s
Mon &
Wed
1 time
daily
Weekly
Order 6 Week
MSS
Steel Supplier Rolling
Forecast
Volume Info:
6 Week 20,000 pcs/month
Rolling Std. pack = 300
Weekly Build Daily Ship
Forecast
Schedule Schedule pcs2 shifts
Takt = 54s
Mon &
Wed
1 time
daily
Mon &
Wed
1 time
daily
Layout
Steel 10,000 pcs 2,000 pcs 1,200 pcs
4 days 10 days 2 days 1.2 days
Takt = 5s
Fork Truck
3 Shifts
(movement
Die Checklist & C/O = 15 min
on demand)
Yellow Tag Status
5% Downtime
4 presses
Daily Priorities
(verbal communication) C/T = 4s
WIP = 240 pcs
Fork Truck
1 time per
day
27,000 sec
460 pieces = 59 seconds 59 sec.
59 sec.
59 sec.
Operators C/T
Balanced
Not Balanced
TAKT Step 13
TIME
Step 4 Step 8 Step 12
Step 17
Step 3 Step 7 Step 11
TIME Step 16
in seconds
Step 2 Step 10
Step 6 Step 15
Step 1 Step 9
Step 5 Step 14
OP 1 OP 2 OP 3 OP 4
Mapping Tips
Always collect current state information while walking
along the pathway of material and information flows
yourself.
Begin with a quick overview to identify main processes;
then go back and gather data.
Begin at the customer and work backwards.
Do not rely on information and timing you do not
personally obtain.
Map the whole value stream yourself.
Always draw by hand, in pencil
Value Streams – Mapping –February 4, 2003
Value Stream Mapping
Required Tools
Scrap
Manufacturing Kaizen
Process Lightning
Burst
Outside
Buffer or
Source/
Safety Stock
Customer
Manual
Information Flow
Data Box
Electronic
I Information Flow
Inventory
Production Kanban
oTruck
oo
Shipment
Withdrawal Kanban
Finished
Goods to Customer
HANDOUT
Approximate
Task Total Time:
20 min.
State Street
18,400 pcs/mo
-12,000 “LH”
- 6,400 “RH”
Tray = 20 pieces
2 shifts
Steering Brackets Current State June 6, 2000
State Street
18,400 pcs/mo
-12,000 “LH”
- 6,400 “RH”
Tray = 20 pieces
2 shifts
Stamping S. Weld #1
S. Weld #2 Assembly #1 Assembly #2 Shipping
200 Ton
Staging
C/T = 1 second
C/T = 38 seconds C/T = 45 seconds C/T = 61 seconds
C/O = 1 hour C/O = 10 minutes C/T = 39 seconds
C/O = 10 minutes C/O - 0
Uptime = 85% Uptime = 100% C/0 = 0
Uptime =80% Uptime = 100%
2 shifts 2 shifts 2 shifts Uptime = 100%
27,000 sec. avail. 27,000 sec.avail. 2 shifts
27,000 sec. avail. 2 shifts
27,000 sec. avail.
27,000 sec. avail.
Steering Brackets Current State June 6, 2000
State Street
Michigan Steel .
18,400 pcs/mo
-12,000 “LH”
- 6,400 “RH”
Tray = 20 pieces
2 shifts
Stamping S. Weld #1
S. Weld #2 Assembly #1 Assembly #2 Shipping
200 Ton
Staging
C/T = 1 second
C/T = 38 seconds C/T = 45 seconds C/T = 61 seconds
C/O = 1 hour C/O = 10 minutes C/T = 39 seconds
C/O = 10 minutes C/O - 0
Uptime = 85% Uptime = 100% C/0 = 0
Uptime =80% Uptime = 100%
2 shifts 2 shifts 2 shifts Uptime = 100%
27,000 sec. avail. 27,000 sec.avail. 2 shifts
27,000 sec. avail. 2 shifts
27,000 sec. avail.
27,000 sec. avail.
Steering Brackets Current State June 6, 2000
State Street
Michigan Steel .
18,400 pcs/mo
-12,000 “LH”
- 6,400 “RH”
Tray = 20 pieces
2 shifts
Tues &
Thurs
1 x Daily
I
Coils
10 days
Stamping S. Weld #1
S. Weld #2 Assembly #1 Assembly #2 Shipping
200 Ton I I I I I
1100 LH
Staging
4600 LH 1600 LH 1200 LH 2700 LH
C/T = 1 second 2400RH 600 RH 850 RH
C/T = 38 seconds C/T = 45 seconds C/T = 61 seconds 640 RH 1440 RH
C/O = 1 hour C/O = 10 minutes C/T = 39 seconds
C/O = 10 minutes C/O - 0
Uptime = 85% Uptime = 100% C/0 = 0
Uptime =80% Uptime = 100%
2 shifts 2 shifts 2 shifts Uptime = 100%
27,000 sec. avail. 27,000 sec.avail. 2 shifts
27,000 sec. avail. 2 shifts
27,000 sec. avail.
27,000 sec. avail.
Steering Brackets Current State June 6, 2000
Production
6-week 30/60/90 day
Control
Forecast Forecast
State Street
Michigan Steel . Daily
Weekly MRP
Order
Fax
18,400 pcs/mo
Weekly Schedule -12,000 “LH”
- 6,400 “RH”
Tray = 20 pieces
2 shifts
Tues &
Thurs
Daily Ship
schedule
1 x Daily
I
Coils
10 days
Stamping S. Weld #1
S. Weld #2 Assembly #1 Assembly #2 Shipping
200 Ton I I I I
I
4600 LH 1100 LH Staging
1600 LH 1200 LH 2700 LH
C/T = 1 second 2400RH C/T = 38 seconds 600 RH 850 RH
C/O = 10 C/T = 45 seconds C/T = 61 seconds 640 RH 1440 RH
C/O = 1 hour C/T = 39 seconds
minutes C/O = 10 minutes C/O - 0
Uptime = 85% C/0 = 0
Uptime = 100% Uptime =80% Uptime = 100%
2 shifts 2 shifts Uptime = 100%
2 shifts 2 shifts
27,000 sec. avail. 27,000 sec.avail. 27,000 sec. avail. 2 shifts
27,000 sec. avail.
27,000 sec. avail.
10 days 7.6 days 1.8 days 2.6 days 2 days 4.5 days
1 second 38 seconds 45 seconds 61 seconds 39 seconds Production Lead Time = 28.5 Days
Value-added Time = 184 seconds
Value Stream Mapping
Waste is anything that does not directly add value
to the final product or contribute to the products
transformation.
Waste only adds time and cost,
no value.
Waste is the reason that Processing Correction
product flow stops and is
Over-
the cause for non Inventory TYPES Production
OF
competitiveness. WASTE
There are seven basic Waiting Motion
types of waste known as Material
COMMWIP
Movement
Miscommunication
Persistent misconception
– Stubbornness
Lack of training
Waste
5. Kaizen-Layout
4. Kaizen-Equipment
3. Kaizen-Flow & Process
2. Standardization
1. OBSERVATION
“No Problem”
IS
Problem Hiding problems
will undermine
the system
Standardized work
– Documented (common) process
– Delegation of authority
Workplace organization
– Visual controls
Information databases
Cross-functional teams
Tool Storage
Here’s
the hammer?
Tool Storage
FIFO
– Open capacity for products and processes
– Cost of capacity
AND...
Waste
Value Streams – Mapping –February 4, 2003