section 5 student value stream map (1)

7/31/2019 Section 5 Student Value Stream Map (1)

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Value Stream Mapping


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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


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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.


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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


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Value Stream Mapping Steps

Product/Product family

Current State

Future State

Work Plan


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Value Stream Selection

Select Product or part family

Pareto to give the important few

Cluster Analysis to give part families


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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


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1. Customer requirements Product

How many, when? Delivery quantity

Delivery frequency


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2. Information Flow Demand information from customer

What happens next? Information to suppliers


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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


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4. Linking the Physical Flows Scheduling information and distribution

Work instructions to shop floor Push and Pull systems


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5. Timing Information Current state of the process

summarised Time line depicts the lead time

Value Added Ratio

Complete picture


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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


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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)


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AA example

Critically appraise the current state mapfor Avon assemblies in Appendix 4

Please note that the takt time is 60secs


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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


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Class Exercise

Please draw a Current state map for thedata given in Appendix 5 Kingswood

manufacturing Critically Appraise


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Value Stream MappingCase Study

Map the current state of BrockhurstAutomotive Parts (BAP).

Data given in Section 12 Critically appraise the map


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BAP Current State Map


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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


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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


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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


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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


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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.


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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


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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


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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


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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

section 5 student value stream map (1)

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