01 value stream mapping 34 pgs
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The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseValue Stream MappingValue Stream Mapping
Lean Foundations
Continuous Improvement Training
Lean Foundations
Continuous Improvement Training
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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
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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
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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.
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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
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Value Stream MappingValue Stream MappingValue Stream MappingValue Stream Mapping
Lets look at an EXAMPLE
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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
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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
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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
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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.
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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.
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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.
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Value Stream MappingValue Stream MappingValue Stream MappingValue Stream Mapping
Lets look at an EXAMPLE of Process Mapping
A good start, but no data, no symbols, no color
coding etc
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Books: Learning to See, Lean Thinking14
Process MapProcess Map w/ Analysisw/ Analysis - example- example
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?
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Books: Learning to See, Lean Thinking15
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- example- example
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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
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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)
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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.
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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
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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?
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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
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Value Stream MappingValue Stream MappingValue Stream MappingValue Stream Mapping
Lets look at an EXAMPLE with data, color codes
etc
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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
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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
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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.
Dont map the organization. Map
the flows through the organization.
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Value Stream MappingValue Stream Mapping
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.
Dont map the organization. Map
the flows through the organization.
Dont map the organization. Map
the flows through the organization.
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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)
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Books: Learning to See, Lean Thinking28
Value Stream SymbolsValue Stream Symbols
and Definitionsand Definitions
Addendum
Value Stream SymbolsValue Stream Symbols
and Definitionsand Definitions
Addendum
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Books: Learning to See, Lean Thinking29
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.
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Books: Learning to See, Lean Thinking30
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.
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Books: Learning to See, Lean Thinking31
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.
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Books: Learning to See, Lean Thinking32
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.
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Books: Learning to See, Lean Thinking33
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.
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The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean Enterprise
Value Stream MappingValue Stream Mapping
Lean FoundationsContinuous Improvement TrainingLean FoundationsContinuous Improvement Training