劳斯莱斯精益案例课件.ppt

1、劳斯莱斯精益案例Value Steam MappingWhat is Value Stream Mapping?Value Stream Mapping is a powerful technique that allowsus to create a“BIG PICTURE”visual representation of:All the steps in the process,working back from customer demand to raw material The flow of both material and information and the effect

2、they have on each other The distinction between value-added and non-value-added activity(WASTE)The effect all of the above have on meeting the customers requirements3Value Steam MappingThe 8 WastesScrap/ReworkOver-productionInventoryMotionProcessingTransportation Under-utilized People Waiting(manpow

3、er,material,machine)4Value Steam Mapping#1 Scrap/ReworkDefinition:Any product that does not meet specifications and therefore either needs to be reworked or scrappedGoal:100%First Time Through Quality5Value Steam Mapping#2 Over-production(Under)Definition:Producing more than is necessary,often causi

4、ng WIP(Work In Process);working on parts ahead of schedule while delinquent parts waitGoal:Produce to Target Cycle Time then eventually produce all operations to Takt Time in the Future State6Value Steam Mapping#3 InventoryDefinition:material or parts that are stored for future use orshipmentBeforeA

5、fterIf you had only 30 seconds to find the unit .which storage system would you choose?7Value Steam Mapping#4 MotionDefinition:Excessive motion beyond what is needed to get the job doneGoal:Same as Definition?sittingsearchingturningaroundwalkingclimbingchoosingbending lying downover8Value Steam Mapp

6、ing#5 Processing(Over&Under)Definition:Extra and/or unnecessary operations Standardization of operations not thorough enough Processing a part above specificationsGoal:Process parts that consistently meet the minimum customer requirements 100%of the time9Value Steam Mapping#6 TransportationDefinitio

7、n:Moving parts to unnecessary distances from one operation to anotherGoal:Put operations in order;minimize or eliminate the travel distance between them10Value Steam Mapping#7 WaitingDefinition:a person or part(s)sitting idle while waiting for material,a supervisor,the next operation,etc.Goal:Elimin

8、ate the unplanned interruptions that occur due to inefficiencies Develop continuous flow wherever possible Convert waiting to value-added work11Value Steam Mapping#8 Under-utilized PeopleDefinition:Skills untapped,Ideas not implemented and improvements not realizedGoal:Tap into the energies and unus

9、ed improvement ideas from the workforce12Value Steam MappingExercise WorksheetMANUFACTURING WASTES IDENTIFICATION SHEETDept:_TransportationUnder-utilizedPeopleScrap/ReworkOver(Under)ProductionProcessing5S-Sort,Straighten,Sweep,Standardize&Self DisciplineInventoryNO.WASTE IDENTIFIEDJohn McLauchlinRev

10、ision Date:4/25/2000WaitingMotion13Value Steam MappingValue Stream Analysis ProcessValue Stream Mapping 1.0Select Champion and Initial Product Family 2.0 Gather,Map,andAnalyze SelectedValue Stream Data 3.0Design Future State 4.0Implementation Planning and Execution1.Understand business goals and cus

11、tomer objectives2.Select champion and value stream leaders based on proven criteria for success3.Define product families based on common processes and equipment14Value Steam MappingLeadership and ChampionsObservations LeanAerospace Initiative A common factor in all observed successful lean implement

12、ations is one or more empowered Champions.Champions are usually high-level leaders who take on a pro-active role shaping and supporting the lean initiatives,and ensuring that system barriers are identified and addressed.To start your lean journey,you need a leader or set of leaders to:Develop a stra

13、tegic direction Agree to and communicate the strategic direction Make available the needed resources Provide continued,visible support Without the support of a champion,you should not attempt to implement lean practices and principles-it is a recipe for disaster15Value Steam MappingSmall Group Activ

14、ity Identify who in your organization will fill these critical roles to support lean implementation Executive Champion Implementation Leader Operations Manager Technical Support Other Key Roles?Briefly describe the role each person will have in supporting lean What can you do to get these people to

15、successfully support your efforts Executive Champion Implementation Leader Operational Mgr16Value Steam MappingDefine Product Families Analyze Product-Volume Chart to separate high runners from low runners Analyze Product-Process Matrix to identify similar processing steps and common equipment Analy

16、ze Routings to identify common sequences focusing on:Operations that can potentially be dedicated to the product family Operations that are neither monuments nor batch cycles Downstream processes most visible to the customer17Value Steam MappingAnalyze Product-Volume Chart to separatehigh runners fr

17、om low runnersProduct Volume Chart450040003500Annual Volume3000250020001500100050002206215021702158210821422124210221722212222222022204Part Number18Value Steam MappingAnalyze Product-process Matrix to Identify SimilarProcessing Steps and Common EquipmentVol.400360450450760620750322583002684000PNs212

18、4210221082142215021582170217222042212222222064070RoughH.T.TurnDeburrInspBlackMPIShipMarkMillSawDrillCopprGrindWeldPlasmaXXXXXXXXXXXXXXXXXXXX8338XXXXXXXXXXX8338XXXXXXXXXXX8338XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX39783138180052000XXXXXXXX82803712XXXXXXX4326X4000584280833819Value Steam Map

19、pingAnalyze Routings to Identify Common SequencesTypes of MachinesRough1234456InspBlackMPIGrindWeldCopprPlasma78910111214ASSMFPICoatLapPolishPaintNickel15161718192021Batch or Out SourcedNon-monumentH.T.TurnMillDrillDeburrMarkProduct Family“A”2124210221082142215021582172217022042212222222061111111111

20、1211111221112221211227232333333333333453333333333333444444444104455555555511556666666661588888888149911999777777333991021173777551041616319315715720715711222333333“C”“B”50%of Total Volume20Value Steam MappingValue Stream Analysis ProcessValue Stream Mapping 1.0Select Champion and Initial Product Fam

21、ily 2.0 Gather,Map,andAnalyze SelectedValue Stream Data 3.0Design Future State 4.0Implementation Planning and Execution1.Gather customer information2.Walk the process-sketch process boxes.3.Fill in process data boxes and inventory levels(by product).4.Document how goods are delivered to the customer

22、.5.Gather information on suppliers.6.Add information flows.7.Sketch how material moves between processes.8.Draw production lead time/value-added timeline.21Value Steam MappingMaterial Flow IconsAssembly XYZCorporationProcess BoxSupplier/CustomerC/T=45 sec.C/O=30 min.3 Shifts.2%ScrapI300 pieces 1 day

23、InventorySupermarket Buffer orSafety StockData BoxMon+WedShipmentPushPhysical PullFinished Goods to CustomerFIFOFirst-In-First-OutOperator22Value Steam MappingInformation Flow Icons WeeklySchedule ManualInformation Flow ElectronicInformation FlowScheduleOXOX LoadLeveling BoxSequenced-Pull BallUptime

24、ChangeoverWithdrawal KanbanProduction KanbanSignalKanbanKanban Post KaizenLightning Burst23Value Steam MappingMapping TipsUse a pencil and draw on 11”x 17”paper or largerDraw top of process boxes just below the middle of the pageLeave enough room between process boxes to show inventoryDecide whether

25、 to count all parts or just a sample partDraw only one to three main suppliers/supplied itemsProduction lead time is calculated by dividing inventory quantity bydaily customer requirement.Put a Title and date on map and include Customer RequirementsMake every effort to collect good dataUse alternate

26、 methods for collecting data when time is a constraintCompare against recent historical data as a sanity check24Current State Value Stream MapSupplierCustomerCustomer requirement 500 blades per week211112221Current State Value Stream MapSupplierCustomerCustomer requirement 500 blades per weekDailyDa

27、ilyI2I1I1I11I22I21I60010815620817472184Current State Value Stream Map2 year ForecastSupplier90 day orderWeekly order90 Day production plan2 year ForecastMRP Function90 day orderWeekly orderCustomerDailyWeekly ScheduleDaily MeetingDailyCustomer requirement 500 blades per weekDailyDailyI2I1I1I11I22I21

28、I60010815620817472184Current State Value Stream Map2 year ForecastSupplier90 day orderWeekly order90 Day production plan2 year ForecastMRP Function90 day orderWeekly orderCustomerDailyWeekly ScheduleDaily MeetingDailyCustomer requirement 500 blades per weekDailyDailyI2I1I1I11I22I21I60010815620817472

29、184VA Ratio=0.8%Exercise:ABC Forging(Sample data)Customer DemandProduct MixVolumeAVolumeBVolumeCVolumeDVolumeE=5 Discs=500/yr=500/yr=500/yr=150/yr=100/yrDeliveryScorecardQualityConcessions=0 ppm=15,000 cppm (dimensional)=75%Response Time=70 daysTransportationDistance to Customer=200 miDistance HT/In

30、sp=150 miResponse Time=5 dayProduction ProcessOpSaw*HTC/T=15 m=9h4hC/O20m1.5 hInv.3511914984921Misc.20%time2 h(Heat)8 h(Cool)5%reworkScheduling Two 8-hr shifts,30 min break per shift 5 workdays/week,50 weeks/year Customer provides 2-year forecast,60-day flexible schedule,weekly pull signal Aero prov

31、ides sub-tiers w/2 yr forecast and 8-week firm schedule Aero using MRP to schedule each work center,supervisors expedite daily Batch size of 40 pieces through process,average lead time of 10 weeksForge=07 m*Insp=03 mMach=3 hInsp=1.5 hPack=5 m*Outsourced OperationsValue Steam MappingProcess Informati

32、on SheetSupplier:Part Name:T im e from T im e e la s p s e dfin is h in g la s tAva ila b le or from fin is h in g on e g ood p a rt of on e a s s ig n e d n u m b e r p a rt to fin is h in gp rod u c tion ru n toof m in u te s for th e n e xt p a rt(with firs t g ood p a rt of e a c h op e ra tion

33、in aDe s c rip tion of th e p roc e s s b e in g p e rform e dn o s e tu p)n e xt ru n24 h ou r p e riodPart No:Ave.n u m b e r ofp a rts ru n b e forem ovin g a ll p a rtsto n e xt op e ra tionAnnual Volume:Rou tin gO p e ra tion Nu m b e r Ve n d or n a m e (ou ts ou rc e dop e ra tion s on ly)Cit

34、y a n d s ta te wh e reou ts ou rc e d op e ra tion is p e rform e dT ra ve l d is ta n c e to ou ts id e ve n d ors Me a n s ofc on ve ye n c eAve ra g e tim e ap a rt s p e n d s a te a c h op e ra tionOperationDescriptionCycle TimeChange (min)Over(min)AvailableMinutes per DayBatch SizeVendorLocat

35、ion Distancefrom Plant Method of (miles)Transport Lead Time(days)30Value Steam MappingValue Stream Analysis ProcessValue Stream Mapping 1.0 Select Championand Initial Product Family 2.0 Gather,Map,andAnalyze SelectedValue Stream Data 3.0Design Future State 4.0Implementation Planning and ExecutionCus

36、tomer Delivery StrategySupporting Improvements1.What process improvements need to be addressed immediately?Material Flow2.Where can you implement flow?3.Where should you reduce batch size to improve responsiveness?4.Should you build to customer order or finished goods?5.What single point will you sc

37、hedule to customer requirements?Information Flow6.How will you schedule or pull material from upstream?7.How will you level production to the pacemaker operation?31Exercise:ABC Forging(Sample Data)Brainstorm Future State2-yr forecastSub-Tier 8-WeekOrder to DeliverVolumeMixDeliveryQualityResponse2-yr

38、 forecast60-DaySchedule=1750/yr5/5/5/1.5/1=75%=15k cppm=5 daysProduction ControlSAPRolls-RoyceReleaseMaterialDaily Priority ListsReleaseWeekly200 miWeekly4 weeks20%5%Rework2 weeksSawC/T=15 mC/O=20 mBatch=40ForgeC/T=7 mC/O=1.5 hHeat=2 h150 miHeatTreatC/T=9 hCool=8 hInspC/T=3 m150 miMach ineC/T=3 hC/O=2 hInspC/T=1.5 hPackC/T=5 m0:155 Days2:1017 Days17:002 Days0:0314 Days3:007 Days2:003 Days0:05Cycle Time=24 hrsTransport=6 hrsIdle=48 days