1、Principle Demand Oriented ProductionMethod Customer TaktTool Value Stream Analysis/ Design Production SystemTraining Materials 1 2 What is Value Stream?Value Stream Design is a pen and paper-tool, which helps to see and understand the materials and information flow: Please track the flow of a produc
2、t from start to end and draw a visual illustration of all materials and information flows. Afterwards please draw a Target-Situation how the value streams should look in the future. Value stream is understood to be all value-creating and non-value-creating activities, which are required to create a
3、product from raw materials to delivering it to the customer. VSM - Value Stream Mapping maps the existing value stream for a product from goods receipt to shipping (Actual Situation). VSD - Value Stream Design designs a target situation and the required process improvements are initiated. Value Stea
4、m Design can be applied already during the planning phase of new production plants.3 What is Value Stream Analysis and Design used for? Visualizing the entire value stream and developing an ideal value stream Relationships between information flow and material flow are visually illustrated and easil
5、y understood Identifying and reducing waste in the value stream Defining and implementing targeted optimization measures (for example: lead time, inventory, synchronization of up and downstream processes)4 Area of Application - Comparison of Selected Analytical Toolsactivityworkplaceworksystementire
6、processfactorysupplychainarea ofexaminationAnalytical Toolswork analysisREFA/MTMworkloaddistribution diagramspaghetti-diagramlayoutmaterials flowdiagramvalue streammapping90/60/30 TageVorschauTagesbestellung6 W ochen VorschauW chentl.FaxW chentlicher ProduktionsplanProduktions-steuerungMRPKruppStahl
7、150 m CoilsDI +DO1 xTagXYZ18.400 T/Mo-12.000 L-6.400 RTray= 20 Teile2 SchichtenCoils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T = 62SekR/T = 0V = 100 %2 Schicht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 S
8、ekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekStanzen1111100 L600 RSchweien1114,5 Tage40 SekundenD/T = 23,6 Tage62 Sekunden46 Sekunden1,8 Tage39 Sekunden7,6 Tage1 Sekunde5 Tage2,7 Tage2 TageP/T = 188 Sek 90/60/30 TageVorschauTagesbeste
9、llung6 W ochen VorschauW chentl.FaxW chentlicher ProduktionsplanProduktions-steuerungMRPKruppStahl150 m CoilsDI +DO1 xTagXYZ18.400 T/Mo-12.000 L-6.400 RTray= 20 Teile2 SchichtenCoils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T
10、= 62SekR/T = 0V = 100 %2 Schicht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekStanzen1111100 L600 RSchweien11190/60/30 TageVorschauTagesbestellung6 W ochen VorschauW che
11、ntl.FaxW chentlicher ProduktionsplanProduktions-steuerungMRPKruppStahl150 m CoilsDI +DO1 xTagXYZ18.400 T/Mo-12.000 L-6.400 RTray= 20 Teile2 SchichtenCoils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T = 62SekR/T = 0V = 100 %2 Sch
12、icht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekStanzen1111100 L600 RSchweien111KruppStahl150 m CoilsDI +DO1 xTagXYZ18.400 T/Mo-12.000 L-6.400 RTray= 20 Teile2 Schicht
13、enCoils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T = 62SekR/T = 0V = 100 %2 Schicht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 6
14、0MinStdV = 85 %2 Schicht27.600 SekStanzen1111100 L600 RSchweien111Coils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T = 62SekR/T = 0V = 100 %2 Schicht27.600 SekZ/T = 62SekR/T =
15、 0V = 100 %2 Schicht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekZ/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekZ/T =
16、 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekStanzenStanzen1 11 11 11100 L600 RSchweien11 11 14,5 Tage40 SekundenD/T = 23,6 Tage62 Sekunden46 Sekunden1,8 Tage39 Sekunden7,6 Tage1 Sekunde5 Tage2,7 Tage2 TageP/T = 188 Sek fishbone-diagram5 Inventories represent waste (Muda).Lead timeInventoriesInvent
17、ories conceal problems and waste.They are not the cause rather symptoms of the problems.Inventories are approximately proportional to lead times.The only accepted criteria to assess inventory levels is customer demand (customer takt).Based on: Regber, Zimmermann: Change Management in der Produktion
18、(2001)InventoryQuality IssuesProductionDowntime-WaitingTime-Production- Downtime and LossesTransportDownTimeChangeoverTimeLong PathsProduction6 Materials Flow SymbolsAssemblyCompany XManufacturingProcessExternalCompanyCT = 30sCOT = 15min3 shifts2%Data BoxInventory1 dayDailyDeliveryUser/OperatorPUSH-
19、ArrowExternalMaterials FlowFiFo max. 10 piecesFirst-In-First-OutSequenceReworkScrapBufferSafety StockSupermarketWithdrawalChangeoverAttention“(Enter in data box)General SymbolsManualInformation FlowElectronicInformation FlowWeek ScheduleO X O XProduction-KanbanWithdrawal-KanbanProduction PlanLevelli
20、ng(production quantityand mix)Signal KanbanKanban-ItemsSource: learning to see7 selection of the product familycreation of the actual-mapcreation of the target-mapcreation of the implementation plan1. Value Stream Analysis2. Value Stream DesignIIIIIIIVValue Stream Analysis8 Value Stream Analysissele
21、ction of the product familycreation of the actual-mapcreation of the target-mapCreation of the implementation planIIIIIIIVFour steps for the creation of the Actual-MapAnalysis of the actual situation is performed in four steps:drafting of customer requirement and process stepsrecording of the proces
22、s parameters and inventories depiction of the information and materials flowcreation of the time line9 Value Stream AnalysisCriteria to be observedrecording of the process parameters and Inventories depiction of the information and materials flowcreation of the time line Variants within the product
23、family? Which component is examined? Customer takt, delivery frequency and demand fluctuations?II.1II.2II.3II.4drafting of customer requirement and process steps10 Value Stream Analysis - Actual-Situation - Customercustomer18 variantsweekly demand12,000customer takt50s21 shifts per week x 8h x 3,600
24、12,000 pieces per week= 50 sThe customer purchases this product at the frequency of 1 piece every 50 s.Takt Time =available factory hours production quantity - customer demandExample:11 Value Stream Analysisrecording of the process parameters and inventories depiction of the information and material
25、s flowcreation of the time lineII.1II.2II.3II.4drafting of customer requirement and process stepsCriteria to be consideredAll data must be determined on-site. Do not use SAP system data or similar data! What are the most significant process parameters? Process steps and associated activities to comp
26、letion? To present a better overview the linked sub-processes can be summarized/combined? Branching processes within the process chain? Consideration of relevant inventories? Inventories size in the system?12 Value Stream Analysis Sketch Customer Requirement and Process StepsCT: Cycle Time LT: Lead
27、Time COT: Changeover Time PT: Process Timeassembly weekly demand: 736 piecesTakt = 7.2 min (2 shifts)28,000 pieces/yearSHIPPING-WAREHOUSE2-shiftPT = 85.5 minCT = 4.5minavailability 99%2-shiftPT = 19.2 minCT = 4.0 minCOT = 20 minFor GOG 100%availability 90%2-shiftPT = 0.8 minCT = 0.2 minCOT = 50 minb
28、atch size parts dependentFor GOG 4%availability 80%ASSEMBLYEMAMELLINGWELDINGDEGREASING2-shiftPT = 70 minCT = 3.0 minCT = 2.5 minFor GOG 5%availability = 80%LARGEPRESSMULTIPLEDIEPRESS3-ShiftsPT = 33 minCT = 0.08 minCOT = 25 minbatch size parts dependentFor GOG 5%availability 90%GR2,00072015015014722-
29、shiftPT = 20 minCT= 20 min je GBCOT = 0 minFor GOG 16%availability 95%13 Value Stream Analysis Actual-Situation Material FlowCT: Cycle Time LT: Lead Time COT: Changeover Time PT: Process Timeassembly weekly demand: 736 piecesTakt = 7.2 min (2 shifts)28,000 pieces/yearSHIPPING-WAREHOUSE2-shiftPT = 85
30、.5 minCT = 4.5minavailability 99%2-shiftPT = 19.2 minCT = 4.0 minCOT = 20 minFor GOG 100%availability 90%2-shiftPT = 0.8 minCT = 0.2 minCOT = 50 minbatch size parts dependentFor GOG 4%availability 80%ASSEMBLYEMAMELLINGWELDINGDEGREASING2-shiftPT = 70 minCT = 3.0 minCT = 2.5 minFor GOG 5%availability
31、= 80%LARGEPRESSMULTIPLEDIEPRESS3-ShiftsPT = 33 minCT = 0.08 minCOT = 25 minbatch size parts dependentFor GOG 5%availability 90%GR2,00072015015014722-shiftPT = 20 minCT= 20 min je GBCOT = 0 minFor GOG 16%availability 95%1 x per week14 Value Stream Analysisrecording of the process parameters and Inven
32、tories depiction of the information and materials flowcreation of the time lineII.1II.2II.3II.4drafting of customer requirement and process stepsCriteria to be observed External communication form and lines of information? Central manufacturing planning? Informal planning processes on-site? Consumpt
33、ion control? Internal information flow? Organization of production order control and disposition? Materials flow type (PUSH/ PULL)?15 Value Stream Analysis - Actual-Situation Information Flows and Push-ArrowsCT: Cycle Time LT: Lead Time COT: Changeover Time PT: Process TimeSHIPPING-WAREHOUSEproducti
34、on planningorder center LOPTakt = 7.2 min (2 shifts)28,000 pieces/year5 pallets each 8 appliancesWB-SystemSalesMDP12 months FC/ 2 weeks FIXEDplanned ordernon-repetitive order receipt240 business days p.a. days schedule 10+1line planner assemblydailydisposition-data versus procurementperiods?PURCHAS-
35、ING:assembly weekly demand: 736 piecesASSEMBLYEMAMELLINGWELDINGDEGREASINGLARGEPRESSMULTIPLEDIEPRESSline planner PF3-4 x daily1 x per weekGR2-shiftPT = 85.5 minCT = 4.5minavailability 99%2-shiftPT = 19.2 minCT = 4.0 minCOT = 20 minFor GOG 100%availability 90%2-shiftPT = 0.8 minCT = 0.2 minCOT = 50 mi
36、nbatch size parts dependentFor GOG 4%availability 80%2-shiftPT = 70 minCT = 3.0 minCT = 2.5 minFor GOG 5%availability = 80%3-ShiftsPT = 33 minCT = 0.08 minCOT = 25 minbatch size parts dependentFor GOG 5%availability 90%2-shiftPT = 20 minCT= 20 min je GBCOT = 0 minFor GOG 16%availability 95%16 Value
37、Stream Analysis - Example Value Stream RecordingSource: Neff GmbH, BrettenG.O.G. - CookersValue Stream17 Value Stream Analysisrecording of the process parameters and Inventories depiction of the information and materials flowII.1II.2II.3II.4drafting of customer requirement and process stepsActual-Ma
38、p Questionscreation of the time line Lead times and cycle times of the processes? Dwell time of the parts in warehouses and buffers? Total processing time? Total dwell time (lead time)?18 Value Stream Mapping - Completed Actual-Situation Lead Time Curve and Lead Time DataCT: Cycle Time LT: Lead Time
39、 COT: Changeover Time PT: Process Time70 min4.8 min1.0 d20 min1.0 d85.5 min0.2 min13.6 d4.9 d10.0 d35.5 d3.0 h5.0 dSHIPPING-WAREHOUSEproduction planningorder center LOPTakt = 7.2 min (2 shifts)28,000 pieces/year5 pallets each 8 appliancesWB-SystemSalesMDP12 months FC/ 2 weeks FIXEDplanned ordernon-r
40、epetitive order receipt240 business days p.a. dailydisposition-data versus procurementperiods?PURCHAS-ING:assembly weekly demand: 736 piecesASSEMBLYEMAMELLINGWELDINGDEGREASINGLARGEPRESSMULTIPLEDIEPRESSdays schedule 10+1line planner assemblyline planner PF3-4 x daily1 x per weekGR2,00072015015014722-
41、shiftPT = 85.5 minCT = 4.5minavailability 99%2-shiftPT = 19.2 minCT = 4.0 minCOT = 20 minFor GOG 100%availability 90%2-shiftPT = 0.8 minCT = 0.2 minCOT = 50 minbatch size parts dependentFor GOG 4%availability 80%2-shiftPT = 70 minCT = 3.0 minCT = 2.5 minFor GOG 5%availability = 80%3-ShiftsPT = 33 mi
42、nCT = 0.08 minCOT = 25 minbatch size parts dependentFor GOG 5%availability 90%2-shiftPT = 20 minCT= 20 min je GBCOT = 0 minFor GOG 16%availability 95%19 Value Stream AnalysisCreating the time linebuffers and warehouses dwell times and/or lead timestotal lead time estimation: LT LTLTProcessWarehousec
43、hainSupply process 3process 1 dwell time = LT processing time processing-time 1dwell timeprocess 2processing-time 2processing-time 3dwell timedwell timedwell time = inventory/ consumption = LT20 Data Sheetsdisposition (Consig/ VMI/ Kanban) etc. number of suppliersmeans of transportationsuppliermachi
44、ne namenumber of employeescycle time sprocess time schangeover time sbatch sizecontainer sizereliability %number of shiftsinventories before the processinventories after the processsafety stockproduct.number of variants/ sub-variantsweekly delivery call-off (average)delivery call-off per shift (aver
45、age)customer takt time= number shifts * work time per shift * 3600/ weekly delivery call-offnumber of shiftscustomercustomerproducts21 selection of the product familycreation of the Actual-Mapcreation of the Target-Mapcreation of the implementation planValue Stream AnalysisValue Stream DesignIIIIIII
46、VValue Stream Design22 Value Stream Designselection of the product familycreation of the Actual - MapCreation of the implementation planIIIIIIIVCriteria to be observed Characteristics of optimal Value Stream? Impact of customer demand in regards to the production structure? Need for action?creation
47、of the Target-Map23 1.What is the customer takt time?2.Manufacturing for direct delivery or supermarket?3.Where can continuous flow be used?4.Where is Supermarket Pull (Kanban) needed?5.Which process in the chain should be the pacemaker process?6.How should the product mix be leveled using the pacem
48、aker process?7.Which work step is consistently removed from the pacemaker process? 8.Which process improvements are required?Value Stream Design24 Lean Value Stream Guideline - Customer Takt1. Manufacture according to Customer TaktCustomer takt is defined as how often a part or product must be manuf
49、actured (based on the sales rate) to meet the customers requirements. customer takt =available factory hours per shift customer demand per shiftIs utilized to synchronize the manufacturing speed with the sales speed in particular using the pacemaker processThe reference number is an indicator of the
50、 speed with which the process should produceHelps identify progress and improvement opportunities 25 Lean Value Stream Guideline - Continuous Flow2. Utilize continuous flow wherever possibleContinuous flow is the most effective way to manufacture. It relates to the manufacturing of a piece within a
