1、1LeanManufacturingValueStreamMapping2Lean is a that focuses on:Creating value for the Customer Eliminating Waste Continuous incremental improvement3What is a Value Stream?“All of the actions,value or non value added that are required to bring a product from concept to launch or from raw material ord
2、er to delivery.”From“Lean Lexicon”4Order Fulfillment Value StreamIdeally,wed want the materials,information and cashto flow smoothly(without interruption)and as quickly as possible through this stream.SalesOrderReceiptRMOrder&ReceiptManufacturingPackagingDistributionDelivery/Service5Lean Elements$Cu
3、stomerValue isDetermined by1 Piece FlowStrive for6Value“What is the willing to Pay for?”3 Types of Customers:The external end-user or paying customerThe downstream customer of any internal upstream process.Your company as the customer of external suppliers.7Flow Ideal flow=1 piece at a time Rate det
4、ermined by customer demand-Takt time Work balanced for each person or machine Travel distance for materials&people minimized Standard Work utilizedFlow what you can Pull what you cant Requires that all steps in the process be:Capable=Right every timeAvailable=Always able to runAdequate=Capacity to a
5、void bottlenecks8Phases of Lean Journey Phase 1-Identify/Map Value Streams Phase 2-Prioritize opportunities Phase 3-Utilize Lean tools to eliminate waste Phase 4-Control the flow Phase 5-Lean metrics Phase 6-Re-evaluate Value Streams and begin again9It All starts with Waste Identification Identify a
6、ll forms of Waste throughout our entire Value Stream before:Reducing the waste or Eliminating the waste This will enable us to prioritize our efforts and focus on the high potential events first.108 Wastes Overproduction Inventory Waiting Transporting Unnecessary processing Unnecessary motion Defect
7、s Under utilization of people11Over-Production Producing more than what the customer really wants.Ways to Overcome:Reduce setup timesSynchronize time and amount of processesCreate compact layouts and visibility12Inventory Excess inventory requires handling,space,$,people,and paperwork.Ways to Overco
8、me:Synchronize work flow to reduce accumulationShorten setup timeReduce lead timeCellular layoutsZero Quality DefectsReducing all other wastes reduces the waste of inventory13Waiting Waiting for upstream processes due to poor layout,unbalanced work load or equipment downtime.Ways to Overcome:Synchro
9、nize work flowBalance uneven loads by flexible workers and equipmentImplement preventive maintenance to eliminate machine down-time14Transportation Transportation adds No value to the product.Rather than improve the transportation:Reduce it Eliminate it.Ways to Overcome:Establish layout and location
10、s which reduces or eliminates transportation15Unnecessary ProcessingSame data entered into 3 different information systems.(SAP,Access,Excel)All unnecessary,or Non-Value Added,processing steps should be eliminated Ways to Overcome:Question if process is necessary at allSimplifyUse Standard WorkReduc
11、e Handoffs/approvals16Unnecessary Motion Motion of people,machines,and products is waste.Ways to Overcome:Study motion and eliminate or reduce motion through improved layouts.Cellular ManufacturingRethink material storageJob/Task Combinations17Defects(Correction)Making defective product is pure(muda
12、)waste.Focus on preventing defects Not finding and repairing defects Ways to Overcome:Mistake-proof to prevent defectsNever Pass defectsStandard Work18Waste of Underutilizing People The eighth waste is not fully utilizing the time and talents of people.Who are the“real”experts?and what do they know?
13、19Purpose of Value Stream MappingThe purpose of the value stream map is to look at the big picture and to develop a“future-state”map by eliminating all non-value added activities and minimizing all non-value-added but required activities.20Basic Current State MAPPING TIPS 1 Cross-functional Team com
14、pletes the map Start at the customer end Walk the actual pathways of both material and information flow.Draw by hand in pencil21Value Stream Mapping IconsProcess IconsXYZ Corp.AssemblyC/T=45 secC/O=30 min3 Shifts2%ScrapI300 Pieces1 DayManufacturing ProcessOutsideSourcesData BoxInventoryFIFOmax.20 Pi
15、ecesTruckShipmentPUSHArrowFinished Goodsto CustomerFirst-In-First-OutSequence Flow22Value Stream Mapping IconsInformation Flow IconsXOXOWeeklyScheduleManualInformation FlowElectronicInformation FlowScheduleLoad Leveling BoxWithdrawalKanbanProductionKanbanSignalKanbanKanbanPostSequenced-Pull Ball23Up
16、timeChangeoverKaizenLightening BurstBuffer orSafety StockSupermarketPhysical PullOperatorGeneral IconsKanban PostKanban PathProduction KanbanWithdrawal KanbanKanban Arriving in BatchesFIFOFirst-InFirst-OutFlowLot-Making BoardSignal KanbanWeeklyScheduleDailyScheduleScheduleFuture State IconsMaterial
17、Flow IconsManufacturing ProcessOutsideSourcesC/T=C/O=Data BoxIInventoryPUSHArrowFinished Goodsto CustomerTruckShipment24Production Lead Time=23.5 daysValue Added Time=184 SecondsFrom Learning to See by Mike Rother and John ShookCurrent State Map25Future State Questions How do we focus on the Lead ti
18、me?Understand the takt time What area in the process triggers production?Will we build to shipping or to a supermarket?Where can we use continuous flow?What items or Events require Process Maps How do we simplify Where do we reduce travel&redundancy?What process improvements can we do?26 Use the lis
19、t of future state questionsHave your cross-functional group brainstormUtilize“outside”folks and yourself to question everythingYou can sketch future state ideas at the table to discussIf you wish use an overhead a simple transparencies by hand to show your ideasAfter you have identified all of the i
20、mprovements and opportunities what would your map look likeYou may revise your map several times as you simplifyMake sure you can trace all key product and information flow Look for disconnects or oversights in your new map by following it through as a group exerciseWhat are the new Lead and Cycle t
21、imes(Lead time is the key)Team TipsFuture State Mapping27From Learning to See by Mike Rother and John Shook28Benefits of Value Stream MappingHelps you visualize more than the single-process levelClearly defines Lead and Cycle timesHas cross-functional accuracyLinks the material&information flowsProv
22、ides a common language and base to work fromProvides a blueprint for implementationMore useful than quantitative toolsTies together Lean concepts&techniquesStampingAssemblyWelding29 Very simply,a lean value stream should produce what the customer needs when it is needed and with the highest quality
23、and the lowest cost.To do that all processes must be linked from the final customer back to the raw material and all non-value added activity must be eliminated.30Lead Time ReductionShorter Lead Time=Smaller downstream InventorySmaller Order Quantity=Smaller downstream Inventory Inventory=Order Quantity/2+Safety StockSafety Stock=Daily Demand x Demand Std Dev x INVNORMAL(service level)x Lead TimeENR Service Level=98%31VSM References Learning to See by Mike Rother and John Shook
