6 7 Value Stream Mapping
6 7 Value Stream Mapping
6 7 Value Stream Mapping
What is a value-stream?
Manufacturing companies: finished goods
Operations are process elements that add value to the
product.
Non-value adding elements
Value stream consists of everything, including nonvalue adding act.- that makes transformation possible!
Value-Stream
Value-stream similar to a river!
Network of processes and operations through which
VSM
To improve a process, you must first observe and
understand it!
Mapping a process: clean picture of wastes!
While gathering data at each point, ask how do we
know what to do next? Means of communication.
Trace information and material flow!
Capturing this information is the essence of VSM.
VSM Icons
shopfloor.
The date VSM is drawn written on the map.
Post current state-map on the story board.
Tool for good visual communication and
management!
Getting Ready
1.
2.
Getting Ready
Key Attributes:
Quantity of parts shipped per month and per day
Supplier delivery schedule
Available production time
Cycle time (machine, operators),
Setup time, uptime, OEE.
WIP (between processes)
10
Getting Ready
Key Attributes:
Number of operators at each process,
Number of shifts
Inventory locations and quantities
Time between processes
11
Example
Premiere Manufacturing Company
Processes:
Machining, deburring, crimping, testing, marking,
shipping
12
Example
Units/container: 24
Containers/day: 21
Supplier info: Company recieves a weekly shipment of
13
Example
Process attributes
Shipping
Frequency: daily
Finished goods inventory=2000 units
Marking
Cycle time=50 sec
Changeover=5 min
Available time=27600 seconds
Uptime ratio=Availability=99%
1 operator
Prepared by Dr. ule Itr Satolu
14
Example
Process attributes
Marking
WIP=2000 units between testing and marking
Time between marking and shipping: 4 days
Deburring, Machining.
15
Example
Flow of information and material
All communications with customer & supplier is
electronic.
Prod. Control recieves monthly forecasts and weekly
orders from customer.
Prod. Control transmits monthly forecasts and weekly
orders to the supplier.
Weekly order release to production supervisor.
16
Example
Flow of information and material
Daily order release to the processes.
All material pushed
FIFO lane between machining and deburring.
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1.
2.
3.
18
4.
19
5.
20
Production
Control
Steps 1-5:
MRP
ABC
Cord Inc.
Requirement=
10080 /month
Per day
336 parts (# 4)
168 parts (#6)
504 parts Total
6720 # 4
part
3360 # 6
Weekly
Daily
Shipping
Machining
Crimping
Deburring
Marking
Testing
CT=
45
sec
CT=
sec
CT=
40
sec
CT=
30
sec
CT=
50
sec
C/O=
60
min
C/O=
min
C/O=
min
C/O=
min
C/O=
min
27600 sec
Avail=
27600 sec
Avail=
27600 sec
Avail=
27600 sec
Avail=
Avail=
Uptime=
87
45 sec
Uptime=
U
x
ni
x
t
100
5 sec
Uptime=
U
x
ni
x
t
99
Uptime=
U
x
ni
x
t
Prepared by 40
Dr.sec
ule Itr Satolu
99
30 sec
Uptime=
U
x
ni
x
t
Stats
LT= 34 days
TCT=170 sec
27600 sec
99
xx Unit
50 sec
21
Attributes Defined
Available production time= 460 min= 27600 sec.
Changeover times (C/O) per shift.
Changeover times, not planned downtime (Ex.:3600
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6.
23
Step 6:
F/C Monthly
Production
Control
MRP
F/C Monthly
Weekly orders
Weekly orders
Weekly
ABC
Cord Inc.
Production
Supervisor
Requirement=
10080 /month
Per day
336 parts (# 4)
168 parts (#6)
504 parts Total
6720 # 4
part
3360 # 6
Weekly
Daily
Daily
Daily
Daily
Daily
Daily
Shipping
Machining
Crimping
Deburring
Marking
Testing
CT=
45
sec
CT=
sec
CT=
40
sec
CT=
30
sec
CT=
50
sec
C/O=
60
min
C/O=
min
C/O=
min
C/O=
min
C/O=
min
27600 sec
Avail=
27600 sec
Avail=
27600 sec
Avail=
27600 sec
Avail=
Avail=
Uptime=
87
xx Unit
45 sec
Uptime=
U
x
ni
x
t
100
Uptime=
U
x
ni
x
t
99
Uptime=
U
x
ni
x
t
40 sec
Prepared by Dr. ule
Itr Satolu
5 sec
99
30 sec
Uptime=
U
x
ni
x
t
Stats
LT= 34 days
TCT=170 sec
27600 sec
99
xx Unit
50 sec
24
7.
25
F/C Monthly
Production
Control
MRP
F/C Monthly
Weekly orders
Weekly orders
Weekly
ABC
Cord Inc.
Production
Supervisor
Requirement=
10080 /month
6720 # 4
part
3360 # 6
Weekly
Daily
Daily
Daily
Daily
Daily
Per day
336 parts (# 4)
168 parts (#6)
504 parts Total
Daily
Shipping
2500
2000
Machining
Crimping
Deburring
3360 #4
1680 #6
CT=
C/O=
Avail=
Uptime=
3500
45
sec
60
min
C/O=
27600 sec
Avail=
87
5 days
CT=
Uptime=
sec
min
C/O=
27600 sec
Avail=
CT=
Uptime=
5 sec
2000
40
sec
min
C/O=
27600 sec
Avail=
99
7 days
10 days
45 sec
2000
100
Marking
Testing
CT=
Uptime=
sec
min
C/O=
27600 sec
Avail=
99
4 days
40 sec
CT=
30
Uptime=
50
sec
min
27600 sec
99
4 days
30 sec
Stats
LT= 34 days
TCT=170 sec
4 days
50 sec
26
8.
27
Production
Control
MRP
F/C Monthly
Weekly orders
Weekly orders
Weekly
ABC
Cord Inc.
Production
Supervisor
Requirement=
10080 /month
6720 # 4
part
3360 # 6
Weekly
Per day
336 parts (# 4)
168 parts (#6)
504 parts Total
Daily
Daily
Daily
Daily
Daily
Daily
Shipping
2500
Machining
3360 #4
1680 #6
Marking
Testing
3500
2000
2000
CT=
sec
CT=
40
sec
CT=
30
sec
CT=
50
sec
min
C/O=
min
C/O=
min
C/O=
min
C/O=
min
27600 sec
Avail=
27600 sec
Avail=
27600 sec
Avail=
45
sec
C/O=
60
Uptime=
Crimping
Deburring
CT=
Avail=
2000
87
5 days
Uptime=
100
Uptime=
99
7 days
10 days
45 sec
5 sec
Uptime=
99
4 days
40 sec
Avail=
27600 sec
Uptime=
27600 sec
99
4 days
30 sec
Stats
LT= 34 days
TCT=170 sec
4 days
50 sec
28
want to go.
Focus on the most accurate information.
Gather actual info- not standard data.
Draw in pencil or on a white board: you will make
several changes.
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Lean Metrics
Identify the metrics that will help you achieve your
goals.
Inventory turns
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Lean Metrics
Determine the current values (baseline) for the
identified metrics.
Metric
Total value stream WIP
Baseline
17040 units
170 seconds
34 days
88 %
45
84 %
31
Lean Metrics
Total value-stream lead time=34 days
But total value-added time=170 seconds.
Huge oppurtunity for improvement.
Percent of On-time delivery is 88% due to
Uptime issues in machining process
Shifting production schedules
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changeover techniques).
Track both internal & external defect rates.
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deburring- Why?
High changeover times- What is its impact on WIP?
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35
36
37
38
39
40
41
In exact amounts
1.
42
* Improve tooling
maintenance and
eliminate the need for
deburring.
Target
43
44
Put supermarkets. Ex.: one between suppliermachining and the other machining-the cell.
Use a kanban system.
Use FIFO lanes.
Use computer assisted scheduling.
45
46
47
48
49
50
Production
Control
Weekly orders
F/C Monthly
Pitch=22
Weekly orders
VW
ABC
Cord Inc.
Runner
Takt=55 sec.
504 units/day
24 units/
container
W
Weekly
Daily
Pitch=22 min.
S
P
Shipping
VW
5S
Machining
5S
CT=
45 sec
C/O=
30 min
C/O=
< 1 min
Avail=
27600 sec
CT=
QCO
105 sec
Uptime= 100 %
Takt=
5 days
55 sec
1 day
2 days
45 sec
Heijunka & a
runner.
Std. Work
93
U-shaped cell
& std. Work
Cell
TPM
Uptime=
QCO
5S
Crimping/Testing/
Marking
Buffer and
safety stock in
shipping area.
Stats
LT= 8 days
TCT=150 sec
105 sec
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Heijunka Box
52
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