standard business roadmap value stream analysis / mapping training pack
TRANSCRIPT
Standard Business Roadmap
Value Stream Analysis / Mapping
Training Pack
Value stream mapping isValue stream mapping isthe start to any lean transformationthe start to any lean transformation
““Where you can flow you flowWhere you can flow you flowWhere you can’t flow Where you can’t flow
You Pull !You Pull !
Introduction to mapping
Creating a Current State Map
Introduction To Lean Techniques
Creating a Future State Map
Using a Map as a basis for Tactical Implementation Planning
AGENDA
Value Stream Mapping
A Value Stream Map is a diagram of all actions(both value added and non-value added) required to
bring a product through from raw material to thearms of the customers
Current
Representation of Current State:reveals waste and its sources
Future
Representation of Future State:explains how lean business will flow
Definition of Value Stream Map
Toyota have been benefiting from Material & Information Flow Mapping since 1940’s
He developed Material & Information Flow Mapping as a standard method for mapping the flows visually
Taiichi Ohno could not see waste at a glance (especially across a geographical area)
Became the standard basis for designing improvements at Toyota - as a common language
it became one of their business planning tools
Value Stream Mapping is now utilised throughout the world, in many businesses to strategically plan
Introduction to Mapping
• Diagram needs to be on one sheet of paper
• Use the standard format for the diagram
• Use the standard symbols for the diagram
• Capture all of the data yourself
• Walk, Understand and Validate the process
• Involve as many people as practical
• Use paper and pencil
Principles for Creating a Value Stream Map
•VALUE STREAM MAPPING •PROCESS MAPPING
Considers the whole value stream
Identifies non value added between processes
Improvements to system are usually significant but difficult to achieve
Enables long term strategy to be planned
Concentrates on a single process
Identifies non value added within a process
Improvements to process are usually small but very easy to implement
Enables short term tactical planning
Value Stream Mapping V’s Process Mapping
Processing time
Production Control
I I I I I II
PRODUCTIONLEAD TIME
22 days
165.5 mins
0.65%
7m
3.125d
6m
3.125d
45m
6.25d
90m
0.625d
15m
3.125d
2.5m
35d
PART MARK
SLOT SAW CNC ENGRAVE VAPOUR BLAST
SHIPPING
Demand Signal•Annual Forecast•22 Week Forecast•Weekly Order•Daily Expedite
DAILYEXPEDITE
5.625d
Order
Reduce Inventory -Supply Negotiations
Set-ups? Lengthy Despatch Process
Monthly quantities
SupplyCustomer
Free IssueMaterial
Weekly
Standard Diagram Format for Single Site
Determine the product family :
PR
OD
UC
TS
PROCESS AND EQUIPMENT STEPS
x x x x xx x x x x
Weld 1 Weld 2 Assy 1 Assy 2 Polish Pack
Left
Right
Upper
Lower
Inner skin
Outer skin
xxx
x x xx
xx x x x
Product Family matrix
Product family
Current state drawing
Future state drawing
Understanding how the shopfloor currently operates.
The foundation for the future state.
Designing a future state.
Plan and implementation
2 days
CURRENT STATE MAPPING
Using the Value Stream Mapping Course
Product family
Current state drawing
Future state drawing
Understanding how the shopfloor currently operates.
Material and information flows. Draw using icons. Start with the “door to door” flow. Have to walk the flow and get
actuals -• No standard times.• Draw by hand, with pencil.
Foundation for future state.Plan and implementation
CURRENT STATE MAPPING
2 days
Using the Value Stream Mapping Course
Process
Single plant
Multiple plants
Across companies
Levels of Value Stream
Start here!
Single plant
Introduction to mapping
Creating a Current State Map
Introduction To Lean Techniques
Creating a Future State Map
Using a Map as a basis for Tactical Implementation Planning
AGENDA
Value Stream Mapping
THE 7 STEPS
1. Customer Requirements
2. Draw Process Steps
3. Process Data
4. Inventory
5. Material Flow: Supplier to Manufacturer & Manufacturer to Customer
6. Information Driving Flow & Internal Material Flow
7. Manufacturing Lead Time & Processing Time
Creating a Current State Value Stream Map
You need:
A Large Piece of Paper
A Pencil
An Eraser (absolutely)
A Ruler (maybe)
A set of detailed information / data about the company -• Its Processes, Machines, Employees, Stock , WIP etc• Its Suppliers• Its Customers
Creating a Current State Value Stream Map (2)
White-board exercise
Let’s begin!
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
1 x Daily
Step 1 - Customer Requirements
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly #1Spot weld # 2Spot weld # 1Stamping
Step 2 - Process Steps
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Spot weld # 2Spot weld # 1Stamping
Multiple process in parallel
Step 2 - Process Steps
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1
• 120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over= 60 min
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
Step 3 - Process Data
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
I I
I5 days
I150 A124 A2
Draw these then erase after explanation
Step 4 -Inventory
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
II5 days 150 A1
24 A2
I42 A16 A2
I16 A118 A2
I42 A16 A2
I27 A114 A2
Step 4 -Inventory
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
II I I5 days 150 A1
24 A2
I I42 A16 A2
16 A118 A2
42 A16 A2
27 A114 A2
Slug Brackets StampingCurrents State Map Date :
Label the Map
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld #1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
II I I5 days 150 A1
24 A2
I I42 A16 A2
16 A118 A2
42 A16 A2
27 A114 A2
Slug Brackets StampingCurrents State Map Date :
Coils r us
500 ft coils
Tuesdayand
Thursday
Step 5 - Material Flow Supplier / Mfr & Mfr / Customer
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
II I I5 days 150 A1
24 A2
I I42 A16 A2
16 A118 A2
42 A16 A2
27 A114 A2
Coils r us
500 ft coils
Production Planning
30/ 60/ 90 day forecast
Daily expedite
6 week forecast
Weekly fax
Step 5 - Material Flow Supplier / Mfr & Mfr / Customer
Slug Brackets StampingCurrents State Map Date :
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
II I I5 days 150 A1
24 A2
I I42 A16 A2
16 A118 A2
42 A16 A2
27 A114 A2
Coils r us
500 ft coils
Tuesdayand
Thursday
Production Planning
30/ 60/ 90 day forecast
Daily expedite
6 week forecast
Weekly fax
MRP
Weekly plan
Step 6 - Push & Pull Material Information Flows
Slug Brackets StampingCurrents State Map Date :
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
II I I5 days 150 A1
24 A2
I I42 A16 A2
16 A118 A2
42 A16 A2
27 A114 A2
Coils r us
500 ft coils
Tuesdayand
Thursday
Production Planning
30/ 60/ 90 day forecast
Daily expedite
6 week forecast
Weekly fax
MRP
Weekly plan
Dailyshipping
plan
Step 6 - Push & Pull Material Information Flows
Slug Brackets StampingCurrents State Map Date :
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
II I I5 days 150 A1
24 A2
I I42 A16 A2
16 A118 A2
42 A16 A2
27 A114 A2
Coils r us
500 ft coils
Tuesdayand
Thursday
Production Planning
30/ 60/ 90 day forecast
Daily expedite
6 week forecast
Weekly fax
MRP
Weekly plan
Dailyshipping
plan
16 pieces/ day
10.9 days 2.1 days 3 days 2.6 days5 days
1 minute 39 minute 46 minute 62 minute 40 minute
3 days
Step 7 - Lead Time & Processing Time
Slug Brackets StampingCurrents State Map Date :
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
II I I5 days 150 A1
24 A2
I I42 A16 A2
16 A118 A2
42 A16 A2
27 A114 A2
Coils r us
500 ft coils
Tuesdayand
Thursday
Production Planning
30/ 60/ 90 day forecast
Daily expedite
6 week forecast
Weekly fax
MRP
Weekly plan
Dailyshipping
plan
16 pieces/ day
10.9 days 2.1 days 3 days 2.6 days5 days
Production Lead Time = 26.6 days
Processing time = 188 mins
1 minute 39 minute 46 minute 62 minute 40 minute
3 days
Step 7 - Lead Time & Processing Time
Slug Brackets StampingCurrents State Map Date :
1 x Daily
Customer
.
Pack size = 1
320 pieces/ month•200 A1•120 A2
2 shifts
Shipping Assembly # 2Assembly # 1Spot weld # 2Spot weld # 1Stamping
Cycle time= 1 minute
Change over=1 hour
Uptime =85%
1 x
Cycle time= 39 minute
Change over=10 min.
Uptime =100%
1 x
10 T
Cycle time= 46 minute
Change over=10 min.
Uptime =80%
1 x
Cycle time= 62 minute
Change over=0 min.
Uptime =100%
1 x
Cycle time= 40 minute
Change over=0 min.
Uptime =100%
1 x
II I I5 days 150 A1
24 A2
I I42 A16 A2
16 A118 A2
42 A16 A2
27 A114 A2
Coils r us
500 ft coils
Tuesdayand
Thursday
Production Planning
30/ 60/ 90 day forecast
Daily expedite
6 week forecast
Weekly fax
MRP
Weekly plan
Dailyshipping
plan
16 pieces/ day
10.9 days 2.1 days 3 days 2.6 days5 days
1 minute 39 minute 46 minute 62 minute 40 minute
3 days
Complete State Current State Value Stream Map
Production Lead Time = 26.6 days
Processing time = 188 mins
Slug Brackets StampingCurrents State Map Date :
1 x Daily
Go and map your own processes.Go and map your own processes.Current state mapCurrent state map
Value Stream Mapping
Introduction to mapping
Creating a Current State Map
Introduction To Lean Techniques
Creating a Future State Map
Using a Map as a basis for Tactical Implementation Planning
AGENDA
Value Stream Mapping
Product family
Current state drawing
Future state drawing
Plan and implementation
FUTURE STATE MAPPING
If you don’t design a future state then
so far it’s all been waste
You may not get it right first time, keep updating
Becomes the foundation for your T.I.P.
Begin with the current state
First try should be low cost no cost
Move existing kit
Make only minor purchases
2 days
Apply Lean techniques
Designing a Lean Flow
Value Add
Waste
Traditional Focus
• Work Longer-Harder-Faster
• Add People or Equipment
Lean Manufacturing
• Improve the Value Stream to Eliminate Waste
LEAD TIME
Waste Elimination
Isolated Efficiency V’s System Efficiency
Motion
Inventory11
66
77
55 44
33
22
WASTE
Over-production
Waiting
Not Right First Time - Scrap, Rework & Defects
Over-processing
Transportation
7 Wastes
Manufacturing too much, too early or "Just in Case". Overproduction discourages a smooth flow of goods or services. Takes the focus off what the customer really wants.
Leads to excessive inventory.
To produce sooner, faster or in greater quantities than the absolute customer demand
Definition
Overproduction
Takt is a German word meaning ‘beat’ (metronome)
Takt time is matching the pace of production to customer demand.
Adherence to Takt time will ensure customer satisfaction through 100% on time delivery
Takt = total time available* total customer demand
* only management allowances are deducted:-e.g. tea breaks, lunch breaks, team meetings, clean down time
Beat makes no allowances for machine inefficiencye.g. breakdowns, changeovers
57.5 minutes = 2(480-20) minutes 16 pieces
Takt Time
Op 1Op 1 Op 2Op 2 Op 3Op 3 Op 4Op 4
Takt timeTakt time
Go to Flip Chart
Cycle timeCycle time
Process
Shipping
Customer
Process Shipping
TO SHIPPINGTO SHIPPING
Customer
TO SUPERMARKETTO SUPERMARKET
Which is better?
Build to Shipping or to Supermarket?
1 x Daily 1 x Daily
1.
Customer
Peak demand
2.
Lowerpeak
Customer
Finished goods
Go to Flip Chart
Batch production
Process C
Process B
Process A
Process C
Process B
Process A
Single piece flow
One Piece at a Time Manufacture
Batch production - Lead time 17 units of time
Continuous flow processing - Lead time - 7 units of time
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
A
B
C
Transfer time
Transfer time
Process
First part complete after 3 units
Complete First part complete after 13 units
Complete
One Piece at a Time - Effect on Lead Time
SupplierProcess
CustomerProcess
Withdrawal Kanban
Production Kanban
Inventory Marketplace
• Customer goes to supermarket and withdraws what it needs when it needs it.
• Supplier process produces to replenish what the customer has withdrawn.
New product Withdrawn product
Solution to Scheduling - Supermarket Pull System
Shipping Assembly # 1Spot weld # 2Stamping
10 T Customer
Shipping Assembly # 1Spot weld # 2Stamping
10 T Customer
Flow
Flow
Schedule
Schedule
Pull System now schedules supply processes: only schedule one place
Scheduling Your Value Stream
Shipping Assembly # 1Spot weld # 2Stamping
10 TCustomer
Shipping Assembly # 1Spot weld # 2Stamping
10 T Customer
Flow
Flow
Pacemaker
Whip effect of volume fluctuation
Pacemaker
OOXXOOXX
Ideally minimal fluctuation at Pacemaker and minimum batch size to reduce stock in up stream processes
Coupled Processes but:Larger whip effect, larger supermarkets; large batches, large supermarkets; long changeovers, large
supermarkets
Scheduling Your Value Stream
Productionscheduler
Monday: 10 A, 6 B, 9 C
Translates to:
Build every part every day
Every part every ship window
Production scheduleMonday = 40ATuesday =10A, 30 BWednesday =1 B, 1CThursday = 40 CFriday = 1 C, 1 A
Tuesday: 10 A, 6 B, 9 C
Wednesday: 10 A, 6 B, 8 C
Thursday: 10 A, 7 B, 8 C
Friday: 11 A, 6 B, 8 C
Monday: 5 A, 3 B, 5 C
Tuesday: 5A, 3 B, 5 C
Wednesday: 5 A, 3 B, 4 C
Thursday: 5 A, 4 B, 4 C
Friday: 6 A, 3 B, 4 C
Monday: 5 A, 3 B, 4 C
Tuesday: 5A, 3 B, 4 C
Wednesday: 5 A, 3 B, 4 C
Thursday: 5 A, 3 B, 4 C
Friday: 5 A, 3 B, 4 C
Levelling Production at the Pacemaker Process
Process
Supplier
Supplier
SHIPPING
Process
Assembly plant
All Processes linked to produce exactly what their customer wants when the customer needs it.
What do we do if a link breaks?
A Lean System all Processes are Linked
How do we know if a link/process has broken?
Problem Solve - Maintain Flow!!
Do NOTNOT add “Waste” to act as a safety net and cover the problem
What do we do if a Link Breaks?
The amount of work produced at the Pacemaker process is to schedule. Each part of the process is working to Takt And are you providing a Takt image? Monitor the process at set intervals; your management time frame!
1 week
1 day
1 shift
1 hour
takt
When do we find out if a link has broken?
Introduction to mapping
Creating a Current State Map
Introduction To Lean Techniques
Creating a Future State Map
Using a Map as a basis for Tactical Implementation Planning
AGENDA
Value Stream Mapping