1、Value Stream MappingValue Steam MappingThe Value Stream-a definition“All of the steps required to bring a product orservice from raw state through to the customer”Total Value StreamSupplierProcess CProcess BProcess ACustomerInternal Plant2Value Steam MappingWhat is Value Stream Mapping?Value Stream
2、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 they have on each other The distinction between value-added and non-v
3、alue-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(manpower,material,machine)4Value Steam Mapping#1 Scrap/ReworkDefinition:Any
4、 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 causing WIP(Work In Process);working on parts ahead of schedule while deli
5、nquent 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 orshipmentBeforeAfterIf you had only 30 seconds to find the unit .which storage system
6、 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 Mapping#5 Processing(Over&Under)Definition:Extra and/or unnecessary opera
7、tions 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 TransportationDefinition:Moving parts to unnecessary distances from one operation to another
8、Goal: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:Eliminate the unplanned interruptions that occur due to inefficiencies Deve
9、lop 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 unused improvement ideas from the workforce12Value Steam MappingExercise
10、WorksheetMANUFACTURING WASTES IDENTIFICATION SHEETDept:_TransportationUnder-utilizedPeopleScrap/ReworkOver(Under)ProductionProcessing5S-Sort,Straighten,Sweep,Standardize&Self DisciplineInventoryNO.WASTE IDENTIFIEDJohn McLauchlinRevision Date:4/25/2000WaitingMotion13Value Steam MappingValue Stream An
11、alysis 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 customer objectives2.Select champion and value stream leaders based on p
12、roven 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 implementations is one or more empowered Champions.Champions are usually high-
13、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 strategic direction Agree to and communicate the strategic direction Make
14、 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 Activity Identify who in your organization will fill these critical roles
15、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 successfully support your efforts Executive Champion Implementation L
16、eader 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 Analyze Routings to identify common sequences focusing on:Operations that
17、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 from low runnersProduct Volume Chart450040003500Annual Volume3000250020
18、001500100050002206215021702158210821422124210221722212222222022204Part Number18Value Steam MappingAnalyze Product-process Matrix to Identify SimilarProcessing Steps and Common EquipmentVol.400360450450760620750322583002684000PNs2124210221082142215021582170217222042212222222064070RoughH.T.TurnDeburrI
19、nspBlackMPIShipMarkMillSawDrillCopprGrindWeldPlasmaXXXXXXXXXXXXXXXXXXXX8338XXXXXXXXXXX8338XXXXXXXXXXX8338XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX39783138180052000XXXXXXXX82803712XXXXXXX4326X4000584280833819Value Steam MappingAnalyze Routings to Identify Common SequencesTypes of MachinesRou
20、gh1234456InspBlackMPIGrindWeldCopprPlasma78910111214ASSMFPICoatLapPolishPaintNickel15161718192021Batch or Out SourcedNon-monumentH.T.TurnMillDrillDeburrMarkProduct Family“A”2124210221082142215021582172217022042212222222061111111111121111122111222121122723233333333333345333333333333344444444410445555
21、5555511556666666661588888888149911999777777333991021173777551041616319315715720715711222333333“C”“B”50%of Total Volume20Value Steam MappingValue Stream Analysis ProcessValue Stream Mapping 1.0Select Champion and Initial Product Family 2.0 Gather,Map,andAnalyze SelectedValue Stream Data 3.0Design Fut
22、ure 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.5.Gather information on suppliers.6.Add information flows.7.Sketch h
23、ow 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 dayInventorySupermarket Buffer orSafety StockData BoxMon+WedShipmentPush
24、Physical PullFinished Goods to CustomerFIFOFirst-In-First-OutOperator22Value Steam MappingInformation Flow Icons WeeklySchedule ManualInformation Flow ElectronicInformation FlowScheduleOXOX LoadLeveling BoxSequenced-Pull BallUptimeChangeoverWithdrawal KanbanProduction KanbanSignalKanbanKanban Post K
25、aizenLightning 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 to count all parts or just a sample partDraw only one to three main
26、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 methods for collecting data when time is a constraintCompare against
27、 recent historical data as a sanity check24Current State Value Stream MapSupplierCustomerCustomer requirement 500 blades per week211112221Current State Value Stream MapSupplierCustomerCustomer requirement 500 blades per weekDailyDailyI2I1I1I11I22I21I60010815620817472184Current State Value Stream Map
28、2 year ForecastSupplier90 day orderWeekly order90 Day production plan2 year ForecastMRP Function90 day orderWeekly orderCustomerDailyWeekly ScheduleDaily MeetingDailyCustomer requirement 500 blades per weekDailyDailyI2I1I1I11I22I21I60010815620817472184Current State Value Stream Map2 year ForecastSup
29、plier90 day orderWeekly order90 Day production plan2 year ForecastMRP Function90 day orderWeekly orderCustomerDailyWeekly ScheduleDaily MeetingDailyCustomer requirement 500 blades per weekDailyDailyI2I1I1I11I22I21I60010815620817472184VA Ratio=0.8%Exercise:ABC Forging(Sample data)Customer DemandProdu
30、ct 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/Insp=150 miResponse Time=5 dayProduction ProcessOpSaw*HTC/T=15 m=9h4hC/
31、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 provides sub-tiers w/2 yr forecast and 8-week firm schedule Aero using MR
32、P 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 Information SheetSupplier:Part Name:T im e from T im e e la s p s e dfin is h
33、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 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
34、 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)City a n d s ta te wh e reou ts ou rc e d op e ra tion is p e rform e dT
35、 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 SizeVendorLocation Distancefrom Plant Method of (miles)Transport Lead Time(days)30Va
36、lue 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 ExecutionCustomer Delivery StrategySupporting Improvements1.What process improvem
37、ents 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 schedule to customer requirements?Information Flow6.How will you schedu
38、le 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 forecast60-DaySchedule=1750/yr5/5/5/1.5/1=75%=15k cppm=5 daysProduct
39、ion 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
