section 5 student value stream map (1)
Post on 05-Apr-2018
217 Views
Preview:
TRANSCRIPT
-
7/31/2019 Section 5 Student Value Stream Map (1)
1/28
Value Stream Mapping
-
7/31/2019 Section 5 Student Value Stream Map (1)
2/28
Value Stream Mapping
Visually maps the product from thecustomer to the supplier
See slide 3 Illustrates the relationship between
information and physical flows
Enables a vision for value adding flow( Future State map)
Common language
Introduction
-
7/31/2019 Section 5 Student Value Stream Map (1)
3/28
Lanchester Current State Map
Full size copy in appendix 1
2 days1.8 days
39 seconds
7.6 days5 days
I S. WELD #2 ASSEMBLY #1
MRP500 ft coils
2700L
1440R
1111
2 Shifts
Tray = 20 pieces
18,400 pcs/mo- 12,000 'L'- 6,400 'R'
PRODUCTIONCONTROLMichigan
Steel Co.
State StreetAssembly
weeklyfax
90/60/30 dayForecast
Dailyorder
LASER CUT
I
C/T = 1 secondC/O = 1 hourUptime = 85%27,600 sec. avail.EPE = 2 weeks
Coils
5 days
S. WELD #1
I
C/T = 39 secondC/O = 10 minutesUptime = 100%2 Shifts27,600 sec. avail.
4600L
2400R
I
C/T = 46 secondC/O = 10 minutesUptime = 80%2 Shifts27,600 sec. avail.
1100L
600R
I
C/T = 62 secondC/O = Uptime = 100%2 Shifts27,600 sec. avail.
1600L
850R
ASSEMBLY #2
C/T = 40 secondC/O = Uptime = 100%2 Shifts27,600 sec. avail.
1200L
640R
I
Tues +Thurs
1 xDaily
6-weekForecast
Weekly Schedule
Daily ShipScheduleFourth View of the Current-State Map
with Information Flows and Push Arrows
1 seconds 62 seconds
2.7 days
46 seconds
4.5 days
40 seconds
ProductionLead time= 23.6 days
Value-AddedTime= 188 sec.
-
7/31/2019 Section 5 Student Value Stream Map (1)
4/28
20
tote
Takt = 60 second C/O = Uptime = 100% 2 Shifts total work content
168 seconds.
changeover R
L
coil
PRODUCTION CONTROL Michigan
Steel Co.
State Street Assembly
Daily Order
90/60/30 day Forecast
Daily order
LASER CUT
EPE = 1 Shift C/O
-
7/31/2019 Section 5 Student Value Stream Map (1)
5/28
Value Stream Mapping Steps
Product/Product family
Current State
Future State
Work Plan
-
7/31/2019 Section 5 Student Value Stream Map (1)
6/28
Value Stream Selection
Select Product or part family
Pareto to give the important few
Cluster Analysis to give part families
-
7/31/2019 Section 5 Student Value Stream Map (1)
7/28
Current State Mapping
Best demonstrated through a case study Please see Section 12 Case Studies, for
the Lanchester Case study data Mapping Icons Appendix 3
-
7/31/2019 Section 5 Student Value Stream Map (1)
8/28
Current State Mapping
1. Customer requirements Product
How many, when? Delivery quantity
Delivery frequency
-
7/31/2019 Section 5 Student Value Stream Map (1)
9/28
Current State Mapping
2. Information Flow Demand information from customer
What happens next? Information to suppliers
-
7/31/2019 Section 5 Student Value Stream Map (1)
10/28
Current State Mapping
3. Physical Flow One process box used for all connecting processes
Customer demand
Delivery pattern of raw material
Key steps in manufacturing process
Set-up times, process times, inventory, quality
Batch size
Number of people at each station
-
7/31/2019 Section 5 Student Value Stream Map (1)
11/28
Current State Mapping
4. Linking the Physical Flows Scheduling information and distribution
Work instructions to shop floor Push and Pull systems
-
7/31/2019 Section 5 Student Value Stream Map (1)
12/28
Current State Mapping
5. Timing Information Current state of the process
summarised Time line depicts the lead time
Value Added Ratio
Complete picture
-
7/31/2019 Section 5 Student Value Stream Map (1)
13/28
Evaluating WIP - Example
Customer Requirement 100 per dayOperation 5: Rough Turning, 10 minsWIP: 5 days Raw material
600 part finished
IOP 5
10 minsI5 days 6 days
10 mins
VA: 10 minsL/T: 11days
600 WIP100 per day
-
7/31/2019 Section 5 Student Value Stream Map (1)
14/28
Lanchester CompanyCurrent State Appraisal
The current state map should be used as ameans to critically appraise the currentsituation
Consider: Lead-time Value Added WIP levels (set ups, batch size & queues)
Flow of the product Balance of the line Information flows Ownership of the product (problems)
-
7/31/2019 Section 5 Student Value Stream Map (1)
15/28
AA example
Critically appraise the current state mapfor Avon assemblies in Appendix 4
Please note that the takt time is 60secs
-
7/31/2019 Section 5 Student Value Stream Map (1)
16/28
AA Manufacturing
Current State Appraisal Look at the current state map and try to criticallyappraise the current situation
Consider: Lead-time High Value Added very low WIP levels High Flow of the product disjointed Balance of the line poor Information flows complex Ownership of the product (problems) nil
-
7/31/2019 Section 5 Student Value Stream Map (1)
17/28
Class Exercise
Please draw a Current state map for thedata given in Appendix 5 Kingswood
manufacturing Critically Appraise
-
7/31/2019 Section 5 Student Value Stream Map (1)
18/28
Value Stream MappingCase Study
Map the current state of BrockhurstAutomotive Parts (BAP).
Data given in Section 12 Critically appraise the map
-
7/31/2019 Section 5 Student Value Stream Map (1)
19/28
BAP Current State Map
-
7/31/2019 Section 5 Student Value Stream Map (1)
20/28
BAP Manufacturing
Current State Appraisal Look at the current state map and try to criticallyappraise the current situation
Consider: Lead-time High Value Added very low WIP levels High Flow of the product disjointed Balance of the line poor Information flows complex Ownership of the product (problems) nil
-
7/31/2019 Section 5 Student Value Stream Map (1)
21/28
Current State Mapping
Parallel Flow Mapping the flow of two or more componentswhich come together during the manufacturingprocess
Show both processes in parallel on the valuestream map Use the longest elapsed time in the parallel flow
to calculate the leadtime
Use the value added from the above flow DO NOT add the times together
-
7/31/2019 Section 5 Student Value Stream Map (1)
22/28
Value Stream MappingParallel Flow
Cycle time 15s
Cycle time 30s
Cycle time 25s
Cycle time 20s
3 days
5 days
2 days
4 days
I
I I
I
30s 5 days 20 s 4 days
15s 3 days 25s 2days
VA: 50 secsNVA: 9 days
-
7/31/2019 Section 5 Student Value Stream Map (1)
23/28
Current State mappingConclusions
Value Stream mapping is used tovisualise the big picture and identifythe true problem areas.
Other benefits include Excellent communication tool Good baseline for improvements
-
7/31/2019 Section 5 Student Value Stream Map (1)
24/28
Gap Analysis
The current state map is trying to put apeg in the ground to demonstrate wherethe company currently is, and provides aquantitative measure via the lead time andvalue added.
A further analysis can be conducted usingthe Gap Audit, this provides judgementaldata on areas of lean implementation.
-
7/31/2019 Section 5 Student Value Stream Map (1)
25/28
Gap Analysis An example of a Gap Audit is given in App 7 The audit covers: Just in Time
Order levelling Material movement Flow Manufacture
People Training Team involvement
Manufacturing excellence Visual Controls Quality TPM SMED 5S
-
7/31/2019 Section 5 Student Value Stream Map (1)
26/28
Gap Audit
The results can be summarised, as shownin the gap analysis document, on a spider diagram.
Level 5 is desired in all areas Gaps can be identified and actions taken
to correct the shortfalls
-
7/31/2019 Section 5 Student Value Stream Map (1)
27/28
The Next Step
Use the Current state map to identify thewaste and areas where value does notflow
Identify the areas which can have valueflow
Design Cells / flow lines to make value
flow The design of value flow will be coveredin sections 7,8 & 9
-
7/31/2019 Section 5 Student Value Stream Map (1)
28/28
C/T = 30s per 45 days
Value Stream MappingProducts AZ123, AZ124,
BZ111
I
C/O = 120 minsUptime = 95%
Available =EPE 2 weeks
DIE CASTING
LANCHESTER
STEEL Ltd6000 sets per month300 sets per day150 sets per shift4 parts per set1200 parts per day
MRP
ProductionControl
Weekly Schedule Report
90/60/30 dayForecast
C/O = 5mins
EPE
Uptime = 88%
Available =
TAP
C/T = 16s
Daily ShippingSchedule
Shift Requirement
2 x Daily
C/O = 0
EPE
Uptime = 100%
Available =
PLATING
C/T = 2 hours
Customer
1 xWeekly
4 Weekly Forecast
Weekly FaxDaily Order
Takt time = 180 sec
C/T = 5s
C/O = NoneUptime = 95%
Available =EPE
FLASH CLIP
C/O = 0
EPE
Uptime = 100%
Available =
Assembly 1
C/T = 63 s
800 AZ123600 AZ124100 AZ223900 AZ224
I
1,100 AZ1232,300 AZ1242,100 AZ2231,900 AZ224
I I
750 AZ1231,300 AZ1241,250 AZ223670 AZ224
I
100 AZ123300 AZ124100 AZ223900 AZ224
I
800 AZ123700 AZ124900 AZ223
1,100 AZ224
I
100 AZ123300 AZ124100 AZ223100 AZ224
C/O = None
EPE
Uptime = 100%
Available =
Assembly 2
C/T = 23 s
NVA = 62.9 days
VA=208 secs
C/O = None
EPE
Uptime = 100%
Available =
Assembly 3
C/T = 15 sI
870 AZ123650 AZ124
I
1,850 AZ123950 AZ124850 AZ223
1,370 AZ224
I
570 AZ123360 AZ124950 AZ223780 AZ224
I
3,500 AZ1235,060 AZ1246,750 AZ2233,750 AZ224
Available =
Uptime = 95%
EPE
C/O = None
LINISHING
C/T = 38s
C/O = 2 mins
EPE
Uptime = 95%
Available =
DRILL
C/T = 18s
C/O = 120 mins
EPE
Uptime = 88%
Available =
CNC Turn
C/T = 130 s +10
C/O = 45 mins
EPE
Uptime = 98%
Available =
GRIND
C/T = 50 sI
1080 BZ111
I
2600 BZ111
I
1500 BZ111C/O = None
EPE
Uptime = 95%
Available =
SAW
C/T = 10s
5 days
I
DESPATCH
2,800 AZ1231,600 AZ1242,100 AZ2231,900 AZ224
I
5 days 7 days
30 secs 5 secs 38 secs 18 secs 16 secs 2 hours 63 secs 23 secs 15 secs
Excluding plating
2 days 6.2 days 3.3 days 4 days 0.5 days 12.6 days 4.2 days 18.1 days
Suppliers
Identify the Areas for Value Flow
Cell 1
Cell 2Cell 3
top related