Value Stream Mapping S2012

7/31/2019 Value Stream Mapping S2012

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Dr. Richard E. White

Value Stream

Mapping


2/19

Overview

VSM Key Tool in Continuous Improvement

Understanding What the Customer Values

Muda

Current State

Future State


3/19

VSM

VSM Key Tool in Continuous Improvement

Graphical Representation of Value Stream

Flow of Materials and Information Through

Transformation to Deliver Product/Service

to Customer

VSM has an Enterprise Focus rather than a

Functional Focus


4/19

Five Principles of Lean

1.) Value

2.) The Value Stream3.) Flow

4.) Pull

5.) Perfection


5/19

Muda

Waste

Type-1 muda

non-value added but deemed necessary

Type-2 muda

non-value added and unnecessary


6/19

VSM Current State

Identify VSM Team

Leader

Assembled Team

Data Collection

Identify Major Process Steps

Quantify the Process


7/19

VSM Current State (cont.)

Decide Value added and Non-Value Added

Activities

Estimate Times

Sum the Individual Times

Review Process

Quantify Overall Lead Times


8/19

VSM Current State (cont.)

Determine the Information Flow

Validate the VSM


9/19

VSM Information Typically

Collected for Current State

1. The end customers requirements

2. Customers schedules3. Cycle time or processing time

4. Changeover time

5. Reliability of equipment

6. Quality yield information


10/19

VSM Information Typically

Collected for Current State

(cont.)

7. Quantities (batch sizes)8. Number of operators & shifts

9. Hard copies of information

10. Inventory levels

11. Queue or waiting time

12. Information flow


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VSM Icons

Dedicated process

Shared process

Customer/supplier

Data box

Work cell

http://www.strategosnic.com/value-stream-mapping-3.htm


12/19

VSM Icons

Inventory

Shipments

Material push

Supermarket

Material pull



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VSM Icons

Safety stock

External shipment

Manual information

Electronic information

Production Kanban



14/19

VSM Icons

Withdrawal Kanban

Kaizen Burst

Operator

Timeline

Information



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VSM Future State

Analyze Your Current State VSM

Start With Your Customers View

Identify Issues in the Value Stream that

Affect the Customer

Quantify Customer Demand Rate (takt

Time)

Identify Where Flow is Less than Ideal


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VSM Future State (cont.)

Blockages Can be Traced to Muda

Remove Blockages

Look for Muda, Mura, and Muri

Consider two future views

Future State

Incremental Improvement State


17/19

VSM Future State (cont.)

Update the Current State VSM to Reflect

the New Current State

Compare the New Current State to theFuture State

Start Mapping Again


18/19

Aylesbury Pressings: Current State(Steering Bracket)

Press Paint Final Ass

C/O = 15 min

C/T = 0.2 secC/O = 30 min

C/T = 2 sec

C/O = 5 min

C/T = 3.5 min

C/O = nil

C/T = 90 min

(v/a) = 3 min

C/O = nil

C/T = 1 min

Dispatch

SupplierCustomer

Production

ControlMRPII

200 1780 nil

623

Six Monthly and Monthly Forecasts

Weekly Schedulescoils

Daily Schedules

Weekly Requirement

Daily call off

Monthly forecasts

Weekly orders

500

some

kanban

230

35

16nil

13

2074

324

0.2 sec

2500min 1000m

2 sec180s

1620m

218s

3115m0m

60 s10370m

total l/time=18695 min

V add time = 650 sec

Assemble

imbalance

sequenceTransport

inventory

changeover

inventory

InventoryOEE

issues

Level?

Frequency?

Takt=2x420/170=5 min

Shared resources shaded

VA time vs

Cycle time

90m

Rework/

quality

Responsive?

Which most

reliable?

Blanking(Progression line)

Press


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Allied Products Partner: Current State(Wine Box - Top Plate)

Cross-Cut Sub Assy Final Assy

C/O = 15 min

C/T = 10 sec

57,600 sec. avail

C/O = 15 min

C/T = 12 sec.

57,600 sec. avail

C/O = 30 min

C/T = 7 sec.

57,600 sec. avail

C/O = nil

C/T = 36.0 sec.

57,600. avail

C/O = nil

C/T = 18 sec.

57,600 sec. avail.

Staging

SupplierCustomer

Production

ControlMRPII

42 42 42

4000

Six Monthly and Monthly Forecasts

Weekly Schedules

wood Daily Schedules

Weekly Requirement

Daily call off

Monthly forecasts

Weekly orders

truckload

42

10 sec

16 hrs 7 min.

12 sec 36 sec

4 min. 54 sec.

7 sec

96 min.25 min. 12 sec.

18 sec

8 min. 24 sec.

total time= 18 hrs. 22 min.

V add time = 1 min. 18 sec.

Takt=57,600 sec./3,200=18 sec.

Shared resources shaded

Rip Saw Brand

Dispatch

2 days

nails nailsfoil

Value Stream Mapping S2012

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